Despite being a quiet, efficient, easy to handle wide-body aircraft with a stellar safety record of the five fatal accidents involving Ls, only one was due to a problem with the aircraft the Tri-Star program was unable to overcome its late entry into the commercial market, and Lockheed announced in production would end with the th and last L on order in
This diagnosis is organized in two segments. The first segment reviews the stages in an ERP implementation experience and summarizes the learnings and insights in the context of BPCL.
The second and concluding segment discusses several significant managerial both tactical and strategic concerns and concludes with an appropriate positioning of ERP.
Need for ERP based on the current business practices, changed or changing environment conditions, and the proposed business strategy. Evaluation of organizations preparedness issues related to data availability and consistency, process orientation, technical ability of executives, management culture, IT strategy, ability to work in teams, and learning attitude.
Implementation process mapping, gap analysis, process redesign, data creation, pilot implementation, and propagation. Stability, maintenance, and enhancement. These implementation stages are usually supported by: Top management support motivation, budget support, resource creation and deployment, generating backup options, etc.
Conflict resolution procedures committee structure, role clarity, and process team structure. Training and education technical, behaviour on change management process and managerial process orientation. There are no major surprises or uniqueness associated with the BPCL implementation plan.
Some noteworthy features are: Top management involvement and guidance. Financial evaluation cost-benefit analysis. Stage 1 process mapping and Stage 2 implementation. Appropriate use of consultants and internal team members. Training on ERP, process redesign, and change management. Project monitoring and identification of key deliverables at every stage.
Management of employee apprehensions and stress. Post-implementation, the employee stress is reported to be higher. The implementation is under progress.
Projected benefits are reduction in inventory, increase in customer satisfaction, better managerial control, data integrity enhancedand improved process discipline.
Usually, the cost of networking and disaster management is not considered. Inventory reduction and other benefits projected are one-time savings and they are not exclusively related to ERP. Therefore, the best way of evaluating a need for ERP would be based on cost of operation. This would mean the cost of an ERP solution proposed and the inefficiencies and hence the burden on the company for not implementing an ERP may be used to arrive at a solution.
In short, what is proposed is to replace an investment analysis oriented decision-making environment with an orientation to compare the cost of relevant alternatives. Organizations usually have two broad options: Approach 1 is very attractive and has a potential for maximum benefit.
But it is risky. The ERP may require extensive customization.
Two successive major change initiatives may not be sustainable. Alternative 2 is realistic. This is somewhat increment in approach and assumes ERP processes are the best possible.If you are looking for investment analysis and lockheed tristar case solution, our library is free for you.
We provide copy of investment analysis and lockheed tristar case solution in digital format. Investment Analysis and Lockheed Tri Star Case Solution, A series of five exercises in the investment account.
Student calculates and compares different decision criteria (including IRR and NPV) for .
Investment Analysis and Lockheed Tri Star Case Solution, A series of five exercises in the investment account. Student calculates and compares different decision criteria (including IRR and NPV) for capital proje. In the case of Lockheed, the 95% decline in market value from – 74 tracks the equal percentage decline in cash flow and also reflects an upward revised required rate of return to incorporate higher risk premiums arising from the Tri-Star capital project.
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