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Enhancing Efficiency through ERP Implementation at IGT

   

Added on  2019-11-26

9 Pages1969 Words150 ViewsType: 150
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Running head: ENTERPRISE SYSTEMENTERPRISE SYSTEMName of the Student:Name of the University:Author note:
Enhancing Efficiency through ERP Implementation at IGT_1

1ENTERPRISE SYSTEMTable of ContentsDiscussion........................................................................................................................................2Answer to Question 1:.................................................................................................................2Answer to Question 2:.....................................................................................................................3Answer to Question 3:.................................................................................................................5References........................................................................................................................................7
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2ENTERPRISE SYSTEMDiscussionAnswer to Question 1:In the year of 2002, A leading manufacturer of slot and lottery machine known asInternational Game technology (IGT) used to depend on different systems for managing itsvarious departments like sales, customer order and manufacturing (Tarhini, Ammar and Tarhini2015). The biggest drawback of the system was that if an executive wants to know somethingabout the status of a particular order then there was no a single system that could help him. Thecompany contains different systems, where each system was assigned to a particular task (Aloini,Dulmin and Mininno 2012).To overcome the difficulties, a new software package known as enterprise resourceplanning (ERP) was launched in the year 2000. This new software includes a set of businessapplication like finance, manufacturing, human resource and distribution. The company badlyneeded a better cohesive technology that would help in its growth. IGT wanted an applicationthat would provide integration to its business. The accounting department of IGT always wanteda particular system that can manage all the accounting of the company (van Erp, Lotte andTangermann 2012). On the contrary, the department was more concerned on the fact that if aparticular department starts buying its own required software for working then other departmentwould also follow and it would ultimately increase the annual expenditure of the firm (DeCourssou et al., 2016).
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