1. Decisions and actions required to advance ERP system adoption at Zambeef Products PLC through the product selection and system implementation stages Brian Katjaerua 13375199 bkatjaerua@fnbnamibia.com.na +264 81 306 4754 Mark Labuschagne16469674 markl@mweb.co.za +27 83 400 0958 Amos Mboweni 16388712 amboweni@gmail.com +27 82 454 4458 Murray Moore 16469712 muzmoore71@gmail.com +26 0977 999003 Anthony Struik 16403150 struik@iwayafrica.com +26 0966 804784 Graeme Venables 16399102 graemev@kemklean.co.za +27 83 644 6023 Operations & Information System Management MBA Modular 2010 E2 – Group 7
2. WHY? Zambeef Products PLC – dominant agro-processing company adds value to all common protein and carbohydrate sources broadly diversified national footprint + Nigeria & Ghana website paints a picture of structured corporate efficiency but “Heuston– ggggggrrrrhh – we have a problem”… company needs an ERP system but it does not know the decisions and actions required to successfully implement one hostage to a dysfunctional, disparate information system sub-division specific, non-integrated information ‘silos’
3. WHAT? What is an ERP system? enterprise-wide set of management tools balances supply & demand links customers & suppliers employs proven business processes provides integration among sales, marketing, manufacturing, operations, logistics, procurement, finance & HR enables better decision making, customer service & productivity at lower cost (Wallace & Kremzar 2001)
7. System ManagementSTAGE1: PRODUCT SELECTION function of vendor support, functionality, cost of ownership, testimonials Vendor and Product Competency must provide a ‘rock solid’, ‘future proof’ strategy which delivers relevant technology, functionality, value and competitive advantage must accommodate market & training needs, change management and scalability.
8. HOW (II)? Backup not found: (A)bort (R)etry (P)anic... Hit any user to continue STAGE 2: SYSTEM IMPLEMENTATION Two important concepts associated with ERP implementation CRITICAL SUCCESS FACTORS factors identified as critical to successful implementation - 10 business plan/ERP integration – aligned, goals/focus/scope – clear vendor package – suited, project manager – dedicated & competent training – quality & quantity, ERP consultants – guidance project champion – committed, change management program, top management support - engaged, steering committee - involved these CSF’s must be assessed context-specifically – are they important in the Zambeef context?
9. HOW (II)? SUCCESS CRITERIA CSF’s must be judged according to a set of success criteria “Project success has long been considered the ability to fall within time, cost and quality constraints” (Lavagnon 2009) researchers added a 4th - client/user/stakeholder satisfaction cost & time are quantitative and easily measurable cost estimate is 1 to 3% annual turnover – 1.5 to 4.5 million USD time estimate a function of scope / implementation strategy projections in this case vary between 6 and 12 months satisfaction is qualitative and hard to measure but very important to client perception of project success context specific importance of each CSF will be assessed according to the above framework prior to implementation
10. FOR WHOM? Executive Committee (CEO, FD, Executive Director) and once approved Board of Directors User: Err hello... I can't print. HelpDesk: Would you click on "start" for me and... User: Listen y’all - don't start all getting technical on me! I'm not @#&*ing Bill Gates man!
