Keda's SAP Implementation Docs

Running head: CASE STUDY - KEDA’S SAP IMPLEMENTATION
CASE STUDY - KEDA’S SAP IMPLEMENTATION
Name of the Student
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1CASE STUDY - KEDA’S SAP IMPLEMENTATION
Table of Contents
Question 1........................................................................................................................................2
Question 2........................................................................................................................................3
Question 3........................................................................................................................................4
Question 4........................................................................................................................................4
Question 5........................................................................................................................................4
Question 6........................................................................................................................................5
Question 7........................................................................................................................................5
References........................................................................................................................................6

2CASE STUDY - KEDA’S SAP IMPLEMENTATION
Question 1
Keda is small manufacture in Shunde (Arena et al. 2020). They relied on several business
functions such as research and development and purchasing of raw material and many others.
They also performed inventory management, production, logistics and many others. The silo-
based model of Keda encouraged a decentralized decision making procedure. Keda wanted to do
innovation management for the development of the products. It required much more information
regarding the production, sales and consumers. There was massive pressure from the Chinese
Government. The ERP of the Keda could view as the call of the government.
As the Keda had a huge amount of products, it was very difficult for the company to keep
details of every product of the company (Cowan and Eder 2020). Before the deployment of the
ERP in the Keda, the expenditure of a product was not clear. The company was not aware of the
gain and mislaying of the sold product. In 2000, the computerization was initiated in the
company. There was no such strategy for this.
They faced a tremendous challenge regarding the development of the ERP. They were
not able to decide whether they would develop their own or they would take the help of the third-
party vendor. This company already implemented the MRP-II systems. But the vendor of those
systems was ceased the maintenance support. This company did not have a huge amount of IT
experts (Friedl and Pedell 2020). Choosing a vendor is not at all a very easy assignment. They
contacted the twenty software vendors. They might local or global. There were several local and
international companies visited their office and performed an assessment of the ERP system.
Among these, Keda selected nine vendors for getting a response to the requirement. After
that, the company emerged SAP into the ERP solution (Mahar et al. 2020). It would support total