Pak Eektron Limited CASE 
MANAGEMENT INFORMATION SYSTEMS-
MGAC70
CASE ASSIGNMENT 1
PAK ELEKTRON LIMITED: CONVERTING SYSTEMS TO ERP
SUBMITTED BY:
OCTOBER 9TH, 2014
A1. Introduction to the Case Analysis Report
PAK ELEKTRON LIMITED (PEL) is a manufacturer of transformers, switch gears and electric motors for the power industry, which decided to implement an ERP system in order to integrate all data from there 25 locations in one central system (also known as Oracle E-business Suite). Their decision for implementing an integrated system was due to their old legacy system having 100 different systems, which were isolated and it made difficult for the various departments to retrieve and communicate information effectively and efficiently. However, over the past year and a half they have been experiencing several difficulties implementing the system. Some of which included cash-flow problems and having to retrain and hire new staff with the necessary expertise to operate such a system.
A2. Key Stakeholders and their Preferences
The Chairman and the board are key stakeholders because if the system succeeds or fails will have direct impact on company financial results, which impacts compensation/career.
Salman Rehmatallah, CIO and Atif Ameen, ERP manager (recently quit due to cash constraints) are in charge of implementing the new ERP system and thus their preferences would include the ability to obtain resources and hire staff with the appropriate skill set to run ERP.
Manzar Hassan, CFO, Syed Gilani, General Manager of Finance, Iftikhar Ahmed, Financial Controller being in charge of financial reporting to the public with tight deadlines and no option for error and preparing statements to the bank has an extremely vested interest in ensuring the ERP system is implemented quickly and the results from this new system can be relied on to provide timely and accurate information for reporting purposes.
The Bank would want to ensure the company
MGAC70
CASE ASSIGNMENT 1
PAK ELEKTRON LIMITED: CONVERTING SYSTEMS TO ERP
SUBMITTED BY:
OCTOBER 9TH, 2014
A1. Introduction to the Case Analysis Report
PAK ELEKTRON LIMITED (PEL) is a manufacturer of transformers, switch gears and electric motors for the power industry, which decided to implement an ERP system in order to integrate all data from there 25 locations in one central system (also known as Oracle E-business Suite). Their decision for implementing an integrated system was due to their old legacy system having 100 different systems, which were isolated and it made difficult for the various departments to retrieve and communicate information effectively and efficiently. However, over the past year and a half they have been experiencing several difficulties implementing the system. Some of which included cash-flow problems and having to retrain and hire new staff with the necessary expertise to operate such a system.
A2. Key Stakeholders and their Preferences
The Chairman and the board are key stakeholders because if the system succeeds or fails will have direct impact on company financial results, which impacts compensation/career.
Salman Rehmatallah, CIO and Atif Ameen, ERP manager (recently quit due to cash constraints) are in charge of implementing the new ERP system and thus their preferences would include the ability to obtain resources and hire staff with the appropriate skill set to run ERP.
Manzar Hassan, CFO, Syed Gilani, General Manager of Finance, Iftikhar Ahmed, Financial Controller being in charge of financial reporting to the public with tight deadlines and no option for error and preparing statements to the bank has an extremely vested interest in ensuring the ERP system is implemented quickly and the results from this new system can be relied on to provide timely and accurate information for reporting purposes.
The Bank would want to ensure the company
Bibliography: [1] Ahmed, Muntazar Bashir. “PAK Elektron Limited: Converting Systems to ERP.” Ivey Case- 9B12E002. 2012 [2] Donovan, Michael. "Successful ERP Implementation the First Time." Midrange ERP. August 1999. [3] Umble, Elisabeth J., Ronald R. Haft, and M. Michael Umble. ""Enterprise resource planning: Implementation procedures and critical success factors."." European journal of operational research 146, no. 2 (2003): 241-257. Appendix