Role of ERP Systems in Nike | Report

Running head: TITLE ROLE OF ERP SYSTEMS IN NIKE
ROLE OF ERP SYSTEMS IN NIKE
Name of the student:
Name of the university:
Author Note:

ROLE OF ERP SYSTEMS IN NIKE1
Table of Contents
Answer 1....................................................................................................................................2
Answer 2....................................................................................................................................4
Answer 3....................................................................................................................................6
References..................................................................................................................................8

ROLE OF ERP SYSTEMS IN NIKE2
Answer 1
The Nike Inc. which is one of the largest sports product manufacturers started their
journey as Blur Ribbon Sports in 1964. Founder of the organizations were the Phil Knight
and Bill Bowerman. This organization was founded at the location Oregon of Beaverton. It
was given the name Nike during 1972. At that time Nike was having 26000 individuals in the
entirety of its branches all over the world with various production line stores, women stores,
managerial, and sales as well as administrative workplaces. During the 1970, the organization
developed universally and joined 27 management frameworks that were customized
exceptionally, yet they did not support open discussion proficiently with the administrative
centre at Beaverton. Consequently, the company of Nike chose to execute a solitary
Enterprise Resource Planning (ERP) framework and store network information to get mindful
of the considerable number of procedures and accomplish the information collection from all
the divisions. In any case, the organization intended to execute a system for demand planning
before usage of ERP for a trial reason.
Framework of demand-planning consolidated by Nike earlier actualizing the ERP was
an articulate disappointment from different angles. The officials of the association believed
that the clients for the demand-planning framework were smaller in number compared with
ERP framework clients and thus it will simple for executing reason. Although, the framework
of the demand planning did not end up being an effective implementation within
organization. After implementation of the system, when it becomes practically usable for
end-users, programming related issues happened to occur at an immense rate. It was intricate
in its functionalities and set aside adequate measure of effort to use it effectively. The
information produced from the product additionally had issues in it and were very little
accommodating to the association. Moreover, the workers in the organization had neither the