Enterprise Resource Planning | Nike Case Study

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ENTERPRISE RESOURCE PLANNING 0
ENTERPRISE RESOURCE PLANNING: NIKE CASE STUDY
System04121
3/27/2020

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ENTERPRISE RESOURCE PLANNING
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Contents
BACKGROUND OF THE NIKE CASE STUDY.....................................................................2
Need for integrated ERP system................................................................................................2
Steps involved in business process re-engineering and how there link to ERP implementation.
....................................................................................................................................................3
The role of the project management office in an ERP implementation?...................................4
ANSWER 1: Ways OPM3 have helped to identify the problems with implementing the
demand planning system............................................................................................................4
Answer 2: Reasons behind Nike success with the on-going ERP implementation?..................5
Answer 3: Phased rollout the correct decision for Nike...........................................................6
Conclusion..................................................................................................................................7
REFERENCES...........................................................................................................................8
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BACKGROUND OF THE NIKE CASE STUDY
Founded in 1964 in Beaverton, Oregon, Nike was founded by Bill Bower man and Phil
Knight. The Blue Ribbon Sports (BRS) was launched. In 1972, BRS launched a modern
market name for Greek winged goddess of triumph, the outdoor boots Nike. The company
has 26,000 workers globally and sales of 13.7 billion dollars in fiscal 2005. With more than
200 plants, a hundred Nike women's stores and over 100 manufacturing and government
offices, it has facilities in Oregon, Tennessee, North Carolina and the Netherlands[5].
Cole Hana Properties, Inc., Bauer Nike Hockey, Hurley International LLC, Nike IHM, Inc.,
Converse, Inc., and Exacter Products Group LLC are its subsidiaries. Nike brand was
included in its manufacturing facilities as of May 31, 2004, with 137 factories in the USA,
104 in EMEA, 252 North Asian factories, and 238 in South Asia, providing over 650, 000
workers to the local population.
The following report will discuss the NIKE case study and will answer the following
questions in reference to the case study the report includes answer to How does OPM3 help
to find issues with the application of a program for request planning, What were Nike's three
key factors for effectively introducing the ERP and Why was the best choice for Nike a
staggered roll-out?
Need for integrated ERP system
Initiatives introducing the ERP typically involve critical improvements to an organisation,
including adjustments to policies and systems, to the job functions and mainly to the final
stage. For example, it sometimes results in a company undertaking a business process
reconstruction (BPR) to switch from a legacy method to an automated ERP program. BPR

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sets the way for the introduction to identify and document operational adjustments. As BPR,
it will establish high-level goals and the scale of the project, and is one of the easiest
approaches to decide if an ERP program is appropriate for this. Although the BPR is used to
calculate the organizational improvements expected, an ERP framework is effectively applied
in the Organizational Project Management Model (OPM3). This would also help us consider
the extent of implementing capabilities and therefore the danger extent of implementation,
allowing us to recognize current corporate expertise of implementing programs [1].
Steps involved in business process re-engineering and how there link
to ERP implementation.
Preparation – The functions contained in the definition always must be remembered in
the case of an ERP implementation. The executing teams will address priorities in
conjunction with the expectations in the planning process, along with a detailed and
wide-ranging contact strategy.
Testing and evaluating emerging methods focused on goals and dream–this method
also classifies future innovations. When the device is already bought, it may be
professional in the development of a test program. When the ERP is not bought,
instead the departments will create a technique that either goes through the systems or
allows vendors to set up a check program to allow the current enterprise systems
authenticate [6].
Re-evaluation: the topic of program change or business process control, expressing
objectives and general administration continues this step.
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The role of the project management office in an ERP implementation?
The ERP project management office (PMO) will concentrate on execution and periodically
discuss the crucial performance indicators relevant to the decision-making phase, the
complexity of the project or adjustments in direction, coordination and contact with the team
and supervisors. The PMO has to insure the project managers strive to assess the threats, cope
with funding shortage and remain open to potential challenges created by delays. The project
teams will pursue their mission. The PMO must effectively handle the uncertainties
associated with project execution. The PMO will ensure sure the management is aware of the
project status and up to date. It guarantees that the project is on track and under the budget to
guarantee the departments operate effectively to enforce the technique. The PMO position in
the field of tracking the critical factor and the project duration is to periodically handle
prospects and to increasingly and equally communicate projects [3].
ANSWER 1: Ways OPM3 have helped to identify the problems with
implementing the demand planning system
OPM3 can help Nike identify initiatives and support their plans by choosing ventures
that can produce market outcomes. OPM3 will allow Nike to execute their strategic
solutions. As Nike did not use inputs to their knowledge when preparing to develop
the new program, so they did not choose the best idea for their company, which is
troublesome.
OPM3 will assist the company to match its approach with market performance
programs. It should instruct Nike where to continue and shift course by refusing to
understand and acknowledge that the single-instant ERP framework and
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implementation strategy are specific where introducing a new program. Therefore
OPM3 should enable Nike alert Nike whether the time has come to enforce or not.
OPM3 should help Adidas to boost the efficiency of initiatives aligned with company
plans that may give them a dilemma in future. OPM3 can aid Nike in improving
efficiency that is really poor and can contribute to project failure, due to device testing
not prepared and not specific enough to solve a issue [8].
Answer 2: Reasons behind Nike success with the on-going ERP
implementation?
The corporation has fully recognized the overarching strategic model for all processes and the
rationale behind such a deeply complicated execution. Nike therefore had an excellent buy-in
with the initiatives and was willing to adjust and begin to incorporate the market forecasting
program [4].
Nike demonstrated persistence with the execution and learnt from errors from his experience
and if they find certain problems that seem to be a double flaw, as in the experience, they
look at them early and strengthen them.
Representatives of customer relations were educated 140-180 hours by Nike and customers
were locked out of the program before they finished the full training course so they
thoroughly grasp the entire organisation that they want to learn. You should also have the
capacity to successfully utilize the program.

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Answer 3: Phased rollout the correct decision for Nike
Because Adidas has built a strategic strategy for adopting solutions over a span of six years,
they want a program that is really reliable that adapts their organisation to them, so if they
discover the one that is perfect for them, they will use that that fix the program breakdown
issue. Nike may also play with a variety of ERP programs that are of interest to their
company (i.e. the benefits that they derive from what they invest and not from budgets), the
efficacy of the program (specifically because it lets the organisations enhance their
performance), any issue that might contribute to them.
I may not feel that the company has to implement a new ERP, as it is willing to change
operating procedures to suit the program. In order to change the program, the organisation's
purpose may be more effectively accomplished. Nowadays all method models are
complemented by knowledge regarding the details involved, the players (whether people or
machines), and probably other issues such as external partners or success indicators.
However, if information technology (IT) company in business processes improves business
processes especially in the IT feature instead of customizing new ERP applications; such IT
operations undoubtedly allow more effective multi-user operations in the business setting. In
addition to calling for improvement in the working pattern itself, the introduction of The
management practices may also contribute to organisational progress
When companies implement modern ERP, opposed to evolving business practices, it is rather
dangerous because most businesses don't realize what is client, since companies have a lot of
details in legacy structures, they can't move legacy knowledge to an ERP program
necessarily. The dilemma that organizations have now updated and found could well not be
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ENTERPRISE RESOURCE PLANNING
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compliant with a modern ERP program if existing programs are not implemented and the
company requires multiple-version truth-related data [2]
Conclusion
An significant reason for misinformation and insufficient supply forecasting was the demand
planning network interaction with existing data from other networks which had not already
interacted well with each other. The framework for market forecasting was complicated and
end consumers were not adequately well qualified to utilize the program effectively. Device
experiments were not well-planned and not "real" enough to address problems with existing
device interfaces.
A significant reason for misinformation and insufficient supply preparation was the demand
planning system interaction with existing data from other networks which had not already
spoke well with each other. The demand preparation framework the market forecasting
program was complicated and end consumers were not sufficiently trained to properly utilize
the framework. Device development was not well designed and "real" enough to spot issues
with existing interfaces.
The case above is in reference to the NIKE case study which discussed about the EPR
systems and their importance in the organization, through this report it can be seen that the
company has no need to implement a new ERP, as it is willing to change operating
procedures to suit the program. In order to change the program, the organisation's purpose
may be more effectively accomplished. Nowadays all method models are complemented by
knowledge regarding the details involved, the players (whether people or machines), and
probably other issues such as external partners or success indicators.
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REFERENCES
[1]D. Murphy, "ChemInform Abstract: EPR (Electron Paramagnetic Resonance)
Spectroscopy of Polycrystalline Oxide Systems", ChemInform, vol. 41, no. 13, 2010.
[2]R. Schulz, "Modernisierung der ERP-Nutzung", ERP Management, vol. 2019, no. 2, pp. 34-36,
2019.
[3]V. Krinichnyi, 2-mm Wave Band EPR Spectroscopy of Condensed Systems. Milton: CRC
Press, 2018.
[4]V. Barone, Computational strategies for spectroscopy. Hoboken, N.J.: John Wiley & Sons, 2012.
[5]B. Johansson and N. Björn-Andersen, Identifying Requirements for Future EPR Systems.
2007.
[6]K. Lapatin, "Athena Nike and Athena’s Nike", Archeologia e Arte Antica, vol. 9788879168328, pp.
49-59, 2018.
[8]C. Bender and L. Berliner, Computational and instrumental methods in EPR. New York: Springer,
2011.
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