Analyzing Cisco's ERP Implementation: Strategies and Outcomes

This report presents a detailed case study of Cisco's Enterprise Resource Planning (ERP) implementation. It begins with an introduction to Cisco, its founding, and its prominence in the IT industry, highlighting its reliance on a UNIX-based software package. The report discusses the challenges Cisco faced with this legacy system, including limitations in redundancy, maintainability, and reliability, which led to system shutdowns and hindered the company's growth. The case background explores the governance policies, time-consuming nature, and uncertain outcomes associated with the ERP implementation. Salient facts about the case are presented, including the company's product, market capitalization, and the need for ERP to address system failures. The report also examines the economic and industry context, emphasizing the importance of business process changes for growth. Company attributes, including primary and support activities, the value chain, and supplier dependencies, are analyzed. The report also provides a SWOT analysis of Cisco, highlighting its strengths, weaknesses, opportunities, and threats. The report concludes with management recommendations and a working schedule for the ERP implementation.

Running head: ERP IMPLEMENTATION IN CISCO
ERP Implementation in CISCO
[Name of the Student]
[Name of the University]
[Author note]

1ERP IMPLEMENTATION IN CISCO
Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................2
Overview................................................................................................................................2
Case Background...................................................................................................................3
Salient facts about the case................................................................................................4
Economy and Industry.......................................................................................................5
Company Attributes...........................................................................................................5
Problem and key issues in the case........................................................................................9
Case Analysis.........................................................................................................................9
Management Recommendations and its implementation....................................................10
Working Schedule....................................................................................................................11
Gantt Chart:..............................................................................................................................13
Conclusion................................................................................................................................13
Bibliography:............................................................................................................................14

2ERP IMPLEMENTATION IN CISCO
Introduction
Cisco was founded by two scientists of Stanford computer in the year 1984 and since
then it is at the top in the field of information technology. The story behind its establishment
is that, two of its founder disappointed by not being able to email each other from two
different office premises thought of developing Cisco Systems and came up with the multi-
protocol router. At present, Cisco is involved in producing and transporting more than 35,000
components and is a master in developing designs and fabricating them, delivering and
maintaining the production of near about 225 hardware products1. It has achieved the tag of
being one of the pioneers of the networking equipment suppliers. They provide networking
products as well as networking services. Cisco is dependent on nearly 600 suppliers
throughout the world to manufacture, ship, recycle and test products developed by the
company. Starting its initial operations from San Jose, California, the firm has expanded its
roots to locations such as North America, Latin America, Europe, the Middle East and Africa.
Discussion
Overview
Cisco faced certain challenges related to the UNIX-based software package that
supports financial, manufacturing and order entries2. Cisco had included active acquisitions
as a part of their companies growing strategy that has affected the software of the company. It
did not take much time for Cisco to become the largest consumer of the UNIX software3. The
present system lacked in redundancy, maintainability and reliability. The firm has maintained
a growth rate of 80% but the abrupt regular shut down of the system led to the shortcomings.
1 Harwood, Stephen. ERP: The implementation cycle. Routledge, 2017.
2 Sun, Hongyi, Wenbin Ni, and Rocky Lam. "A step-by-step performance assessment and improvement
method for ERP implementation: Action case studies in Chinese companies." Computers in Industry 68 (2015):
40-52. 3 Almajali, Dmaithan Abdelkarim, Ra'ed Masa'deh, and Ali Tarhini. "Antecedents of ERP systems
implementation success: a study on Jordanian healthcare sector." Journal of Enterprise Information
Management 29, no. 4 (2016): 549-565.

3ERP IMPLEMENTATION IN CISCO
The legacy of the company failed drastically in the year 1994 and an urgent way out needed
to be thought of4. The firm inferred from its downfall that an Enterprise Resource Planning is
needed to be implemented. In order to implement the ERP planning an Information System
strategy was made to excel in their operations. The project included its own problems, the
team started working to respond to a quick deadline, and a costly budget was approved to
make Cisco ready for the upcoming growth.
Case Background
The UNIX software was unable to provide Cisco with redundancy, maintainability
and the company could not rely upon the software extensively for escalating its growth5. The
failure of the software led to a sudden two days shutdown of the firm but still the managers
did not take any heed to replace the faulty system and were not ready to address the problem
for various reasons that have been listed below:
1. The governance policies of the company- Major of the expenditures related to the IT
were assigned to separate functional areas and the core infrastructure expenses were
made from the general overhead accounts6. A replacement of the system demanded
heavy investment and no individual business unit was convinced to support the board.
2. ERP, time-consuming project- Implementing the system required huge efforts and
time that could bring effective changes in various spheres of the firm. Initial research
work on packaging, strategic planning and the budget of the project needed to be done
before it could be presented to the board members. The support of the higher officials
plays a vital role in the process. Skilled employees are required who could provide the
4 Guerrero, Nenita D., and Shaneth C. Ambat. "Mining Students’ Performance in Cisco Networking
Academy Program Using Apriori Algorithm." International Journal 6, no. 11 (2016).
5 Carrel, D., and L. Grant. "Operations T. Dahm Internet-Draft A. Ota Intended status: Standards Track
Google Inc Expires: December 14, 2015 D. Medway Gash Cisco Systems, Inc." (2015).
6 Ranjan, Shree, Vijay Kumar Jha, and Pralay Pal. "Literature review on ERP implementation
challenges." International Journal of Business Information Systems 21, no. 3 (2016): 388-402.

4ERP IMPLEMENTATION IN CISCO
proper definition of the operating practices of the company7. Divisional performance
might suffer for this implementation, as Cisco will lose knowledgeable employees in
fields where they excel.
3. Outcome of the process not known- Michael Hammer stated in his article that,
“Reengineering Work: Don’t Automate, Obliterate”, that means restructuring has no
certain results8. The company had achieved 80% annual growth rate and sudden
reengineering could affect the success rate of the firm9. There are many surveys that
have been cited in the article stating, ERP does not alter or cause any harm to the
business.
Salient facts about the case
 The primary product of the company was the router that had the characteristics of
both hardware and software and it reached the atop in the industry at a rapid rate.
 The market capitalization of the company crossed the $100 billion mark in 1997 sales
and was considered to become third dominating company after Microsoft and Intel.
 The UNIX based software package could not cope up with the redundancy and order
of entries and was a hindrance to the success of the company.
 ERP system was opted for to solve the problem and it was successfully implemented,
facing some challenges in the process.
 The two days abrupt shut down of the systems lead to the implementation of ERP.
 The challenges faced due to the restructuring of the system were that the newly
implemented changes were unable to process the required amount of load and
modifications made with respect to these.
7 Ali, Mahmood, and Lloyd Miller. "ERP system implementation in large enterprises–a systematic
literature review." Journal of Enterprise Information Management 30, no. 4 (2017): 666-692.
8 Sin, Muhammad Aizat Md, and Mohd Rizal Razalli. "THE INFLUENCE OF IT INFRASTRUCTURE IN BUSINESS
PROCESS REENGINEERING PROJECT PERFORMANCE IN ISLAMIC BANKING." Jurnal Teknologi 77, no. 4 (2015).
9 Kirczuk, Lucyna, Anna Rymaszewska, Małgorzata Pilecka-Rapacz, and Józef Domagała. "Genetic
variation in the ND1 gene and D-loop in protected and commercially exploited European cisco (Coregonus albula
L.) populations." Folia biologica 64, no. 4 (2016): 225-233.

5ERP IMPLEMENTATION IN CISCO
Economy and Industry
The changes being made in the business processes of the company was to bring in
significant growth to the firm. It made use of the UNIX-based software package that could
not provide the degree of redundancy, dependability and maintainability, which was essential
for the company’s growth. It was not concerned to bring in change in the old systems but the
incompetency of the software had left no other options other than changing the previous
framework10. Compact researches were done and analyzed as well to select the vendors.
Cisco compressed the field and included five packages in a time of two days and the
candidates hired had to go through a tough evaluation process lasting for one week. Cisco
wanted it’s vendors to respond to the company’s RFP and they were invited to the software
demonstration program.
Company Attributes
Cisco system performs primary and support activities. Inbound logistics, outbound
logistics, customer service, manufacturing operations and sales and marketing come under
the primary activities of the firm. They are considered as the primary activities as they
contribute directly to the company’s production and services. The value chain of Cisco is
distributed, collaborative, demand driven and global. The company focuses on reducing costs
and improving the operational excellence, by balancing goals related to supply chain. They
accomplish the goals by focusing on meeting the needs of the customer and delivering value
to them11. Cisco is a supplier-dependent company as they deal in outsourcing the strategies
regarding the manufacturing of the products and do not have a strong hold on their deliveries.
The company deals in numerous activities such as human resource management,
procurement, infrastructure and technology. The design and planning department has a big
10 Nordin, Norani, and Ojeniyi Adegoke. "Learning from ERP implementation: A case study of issues and
challenges in technology management." Jurnal Teknologi 74, no. 1 (2015).
11 Singh, Chandan, Rajdeep Singh, and Harleen Kaur. Analytical Study of the Perspectives for
Implementation of ERP. LAP Lambert Academic Publishing, 2017.

6ERP IMPLEMENTATION IN CISCO
contribution in the company’s expenditure. The expenditures of the company related to
research and development in the years 2011 and 2010 were $5.8 and $5.3 billion
respectively12. The company designed new products in order to match the increasing demands
of the customers. Procurement plays an important role in the organization’s activities in the
support framework13. The company shares the Supplier Code of Conduct with all its suppliers
in accordance to the procurement process and effectively sets certain expectations for their
combined work. The suppliers are evaluated, self-assessments done and appropriate actions
taken to check that the specific requirements are being met. The code of conduct revolves
around ethics, environment, percepts of labor, health and safety and management systems.
Business Strategy
Cisco Systems deals in designing, manufacturing and selling Internet Protocol based
networking. It produces products that are applicable for the communications and the
information technology industry and renders services related to these products. The company
has employed over 70,700 employees and the revenue records showed figures up to $40,040
million in the financial year of July 201014. Cisco’s products are applicable for enterprises as
well as home customers. The company has a numerous number of products in the portfolio
that includes networking solutions regarding applications ensuring secure and reliable
delivery within the data centers and across WANs. The company offers technical support
services along with advanced services.
SWOT Analysis
12 Mora, Luca, Mark Deakin, and Alasdair Reid. "Smart-City Development Paths: Insights from the First
Two Decades of Research." In International conference on Smart and Sustainable Planning for Cities and
Regions, pp. 403-427. Springer, Cham, 2017.
13 Bhati, Pratap Singh, and Munesh Chandra Trivedi. "Applicability and Impact of ERP: A survey."
In 2016 Second International Conference on Computational Intelligence & Communication Technology (CICT),
pp. 28-31. IEEE, 2016.
14 Krieg, Theodore M., Terri Lemons, and Cameron Welch. "An Overview of the Subsistence Fisheries of
the Bristol Bay Area." (2015).

7ERP IMPLEMENTATION IN CISCO
SWOT analysis is an effective tool in strategic planning that Cisco can use to carry on
the situational analysis of the firm. SWOT analysis helps to determine the internal and
external strategic factors of an organization15.
Strengths of Cisco- Cisco has a strong distribution network, has strong free cash flow that
supplies resources to the company to develop new projects. The company maintains a
consistent good quality of the products that it manufactures and has earned the trust of its
customers16. The dealer community of the company is strong and has successfully come up
with innovations in its products. The performance of the company in New Markets is superb,
as it has become an expertise in the field.
Weakness of Cisco- Cisco can make improvements in its strategies to overcome the
weaknesses. Organization structure is not compatible with the new business model and the
company should invest more on the new technologies being adopted. The company has failed
to integrate firms with the different work cultural environment. Cisco lacks in choice of
product range and it has always faced challenges when new products are launched. The
firm’s investment in the field of research is low compared to that of its competitors.
Opportunities for Cisco- The cash flow enable the company to make considerable
investments in the new technologies and thus Cisco can add more products to its portfolio.
The uptick in the economy and decreased growth rate can be taken as an opportunity to
expand its market and gain the trust of the customers. The low inflation rate makes the
market more stable enabling credit at a much lower rate to the consumers of Cisco. The new
taxation system can help Cisco to increase its profits.
15 Ervural, Beyzanur Cayir, Selim Zaim, Omer F. Demirel, Zeynep Aydin, and Dursun Delen. "An ANP
and fuzzy TOPSIS-based SWOT analysis for Turkey’s energy planning." Renewable and Sustainable Energy
Reviews 82 (2018): 1538-1550.
16 Balamurugan, S., L. Jeevitha, A. Anupriya, and R. Gokul Kruba Shanker. "Fog Computing:
Synergizing Cloud, Big Data and IoT-Strengths, Weaknesses, Opportunities and Threats (SWOT)
Analysis." Fog 3, no. 10 (2016).

8ERP IMPLEMENTATION IN CISCO
Threats to Cisco- The liability laws of different countries have different rules and Cisco
might be affected by the change in policies in markets. The shift to online buying channel
may pose a threat to the physical infrastructure based supply chain model. The new
regulations under the Paris agreement (2016) regarding environment could be a possible
threat to the product categories. Lack of skilled employees in certain areas may become a
barrier in the company’s growth. The competitor’s in this industry are coming up with
advanced technologies that could disrupt the market capture of Cisco. Any unwanted
event during the peak seasons may adversely affect the profitability of the company.
Organizational Structure and Culture
According to John Chambers, the CEO of Cisco their organization structure enhances
the interest of communities that are called councils and are considered $10 billion
opportunities, consists of boards that are of $1 billion opportunities and various working
groups17. In 2001, the deterioration of the economy of Cisco made the authorities realize
that the hierarchical structure needed to be changed as it was acting as a speed breaker to
the growth of the company18. Thereafter, the CEO grouped executives into cross-
functional teams. Cisco’s organizational culture includes employee involvement, trust
level inbuilt within the organization, decision-making group, empowering the employees,
absence of micro level management and responsibility, accountability and authority. The
work environment is good and includes recreational activities. The company provides its
employees with flexible schedules and frugal spending. Promotion and incentives
motivate the employees and they are entitled to paid time off.
Information Technology Architecture
17 Sullivan, Brian. "2012 Bower Award for Business Leadership presented to John T. Chambers, Cisco
Systems, Inc.| San Jose, California." Journal of the Franklin Institute 352, no. 7 (2015): 2585-2586.
18 PAtrIcIA rOdrígueZ, A. N. A. "on tHe FoUrtH oF JUly of 1968, my father landed at the San Fran-cisco
International Airport aboard a Pan American 747, on the same." US Central Americans: Reconstructing
Memories, Struggles, and Communities of Resistance (2017): 41.

9ERP IMPLEMENTATION IN CISCO
At the premises of Cisco, IT enables every single move that the firm makes. IT is in
charge of the faster, better and low cost delivery of the business models. This strategy that
has been undertaken, has transformed the traditional IT system to IT service system. IT
service system refers to that type of architecture which delivers value defined by the
business and is implemented in a cost effective manner, reducing the risk associated with
it. The basic tenets of the company’s IT service model are:
i. Business driven value
ii. Cost effective
iii. Customer-centric
To run IT service model, a service portfolio and a catalog is essential. The services
portfolio enables to manage the services throughout their lifecycle that includes the time
when the product was conceived, the design was made, implementation of the work,
operations done on it and the final product.
Problem and key issues in the case
The key issues in the case are:
i. Operations related to primary activity, using UNIX-based software package
exists in the firm and it lacks in redundancy, maintainability and reliability
with the current system and the huge volumes of transaction.
ii. In support activity, technology the UNIX-based software is highly customized.
iii. With respect to financial infrastructure, the problem is the redundancy and
reliability and the outages of the system.
Case Analysis
The ERP effort was successful in Cisco, though some challenges came while
implementing it. The new system was expected to act as a n effective support to the firm’s

10ERP IMPLEMENTATION IN CISCO
growth. The problem with UNIX-based software was solved by selecting a diligent
consultant and vendor. The KMPG partnered with Cisco had brought expertise of the industry
and it was considered an opportunity to build the business using these applications19. Oracle
was chosen as the vendor owing to its manufacturing skills, long-term development in the
functions along with flexibility and encouragement. The target was achieved based on the
five tracks that included, Order Entry Track, Technology Track, Finance Track, Sales Track
and Manufacturing Track. These tracks included business and IT leaders and other
consultants from Oracle, Cisco and KMPG and they represented each and every aspect of the
company. The CRP model dealt with the efficiency as these were developed based on the
previous work that gave a good understanding of the problem and how the previous software
used to deal with it20. The project was given the highest priority and was considered one of
the top goals of that year. The willingness to bring in the change made the task easier and the
team selected was perfectly suited to carry on the work. The project also had some loopholes
such as in the starting, the cutover to the system of Oracle was not stable and it used to shut
down once in a day. The hardware problem was not addressed during CRP2 that is
Conference Room Pilots. The system was being unable to handle the enormous volumes of
transactions. Regular audit could have helped Cisco implement the process in a much
effective way. The team did not want to make major software modifications and instead they
found out that substantial changes needed to be done. The Oracle package needed to be
changed in order to handle questions of the customer after the product was sold.
Management Recommendations and its implementation
The recommendations of the management was to build a definite structure before
starting with any modifications because without a set of steps a project like this can face
19 Du, Jun, and Mustapha Douch. "Infrastructure and Productivity: A Review." (2018).
20 Liu, Li, Li Cheng, Ye Liu, Yongpo Jia, and David S. Rosenblum. "Recognizing complex activities by a
probabilistic interval-based model." In Thirtieth AAAI conference on artificial intelligence. 2016.

11ERP IMPLEMENTATION IN CISCO
certain challenges like it did face in the process. A decision taken by the teams must be
backed by realizable plans. In order to get the work done the leaders play a vital role as they
are the ones who can motivate the employees to work in groups and step towards the
company’s goal.
Working Schedule
Task Mode WBS Task Name Duration Start Finish Predecessors
Auto
Schedule
d
0 ERP Implementation at
CISCO 200 days Mon
5/13/19 Fri 2/14/20
Auto
Scheduled 1 Project initiation 24 days Mon
5/13/19 Thu 6/13/19
Auto
Scheduled 1.1 Analyzing the project
requirement 7 days Mon
5/13/19 Tue 5/21/19
Auto
Schedule
d
1.2 Analyzing the ERP
system requirement 9 days Wed
5/22/19 Mon 6/3/19 2
Auto
Scheduled 1.3 Feasibility study 5 days Tue 6/4/19 Mon 6/10/19 3
Auto
Scheduled 1.4 Identification of project
risks 3 days Tue 6/11/19 Thu 6/13/19 4
Auto
Scheduled 2 ERP planning phase 88 days Fri 6/14/19 Tue 10/15/19
Auto
Scheduled 2.1 Identification of
requirements 6 days Fri 6/14/19 Fri 6/21/19 5
Auto
Scheduled 2.2 selection of resources 18 days Mon
6/24/19 Wed 8/21/19 7,5
Auto
Scheduled 2.3
Collection of
rquirements from the
resources
7 days Thu
8/22/19 Fri 8/30/19 8
Auto
Scheduled 2.4 Project planning
development 5 days Mon 9/2/19 Fri 9/6/19 9
Auto
Scheduled 2.5 Meeting arrangement
with the project sponsors 7 days Mon 9/9/19 Tue 9/17/19 10,9
Auto
Scheduled 2.6 Project change
management 10 days Wed
9/18/19 Tue 10/1/19 11,7
Auto
Scheduled 2.7 Appointing projet team
members 10 days Wed
10/2/19 Tue 10/15/19 12
Auto
Scheduled 3 Project execution phase 75 days Wed
10/16/19 Tue 1/28/20
Auto
Scheduled 3.1 System developmenet
initiation 6 days Wed
10/16/19 Wed 10/23/19 13
Auto 3.2 Analyzing the software 6 days Thu Thu 10/31/19 15

12ERP IMPLEMENTATION IN CISCO
Scheduled requirements 10/24/19
Auto
Scheduled 3.3 Establishing connection
with the online server 8 days Fri 11/1/19 Tue 11/12/19 16,12
Auto
Scheduled 3.4 SaaS cloud model
selection 10 days Wed
11/13/19 Tue 11/26/19 17
Auto
Scheduled 3.5 Development of Mobile
application 10 days Wed
11/27/19 Tue 12/10/19 18
Auto
Scheduled 3.6 User interface
development 8 days Wed
12/11/19 Fri 12/20/19 19
Auto
Scheduled 3.7 ERP prototype
development 11 days Wed
12/11/19 Wed 12/25/19 19,10
Auto
Scheduled 3.8 ERP prototype model
verification 9 days Thu
12/26/19 Tue 1/7/20 21
Auto
Scheduled 3.9 ERP prototype model
validation 11 days Wed 1/8/20 Wed 1/22/20 22
Auto
Scheduled 3.10 Prototype testing 4 days Thu 1/23/20 Tue 1/28/20 23
Auto
Scheduled 4 Closing phase of the
project 13 days Wed
1/29/20 Fri 2/14/20
Auto
Scheduled 4.1 Implementation of the
ERP system 10 days Wed
1/29/20 Tue 2/11/20 24
Auto
Scheduled 4.2 Stakeholder signoff 2 days Wed
2/12/20 Thu 2/13/20 26
Auto
Scheduled 4.3
developing secured
relationship between the
service provider and the
employees
1 day Fri 2/14/20 Fri 2/14/20 27

13ERP IMPLEMENTATION IN CISCO
Gantt Chart:
Conclusion
Cisco Systems took a good decision to have the ERP implemented but the systems
could be tested and validated in live environment to get better results. The ERP method
would help the company in forecasting sales, creating manufacturing plans and making
schedules to meet those targets. It will help to improve the communication between the cross-
functional teams of the firm and the information is more relevant and timely.

14ERP IMPLEMENTATION IN CISCO
Bibliography:
Ali, Mahmood, and Lloyd Miller. "ERP system implementation in large enterprises–a
systematic literature review." Journal of Enterprise Information Management 30, no. 4
(2017): 666-692.
Almajali, Dmaithan Abdelkarim, Ra'ed Masa'deh, and Ali Tarhini. "Antecedents of ERP
systems implementation success: a study on Jordanian healthcare sector." Journal of
Enterprise Information Management 29, no. 4 (2016): 549-565.
Bhati, Pratap Singh, and Munesh Chandra Trivedi. "Applicability and Impact of ERP: A
survey." In 2016 Second International Conference on Computational Intelligence &
Communication Technology (CICT), pp. 28-31. IEEE, 2016.
Carrel, D., and L. Grant. "Operations T. Dahm Internet-Draft A. Ota Intended status:
Standards Track Google Inc Expires: December 14, 2015 D. Medway Gash Cisco Systems,
Inc." (2015).
Du, Jun, and Mustapha Douch. "Infrastructure and Productivity: A Review." (2018).
Guerrero, Nenita D., and Shaneth C. Ambat. "Mining Students’ Performance in Cisco
Networking Academy Program Using Apriori Algorithm." International Journal 6, no. 11
(2016).
Harwood, Stephen. ERP: The implementation cycle. Routledge, 2017.
Kirczuk, Lucyna, Anna Rymaszewska, Małgorzata Pilecka-Rapacz, and Józef Domagała.
"Genetic variation in the ND1 gene and D-loop in protected and commercially exploited
European cisco (Coregonus albula L.) populations." Folia biologica 64, no. 4 (2016): 225-
233.

15ERP IMPLEMENTATION IN CISCO
Krieg, Theodore M., Terri Lemons, and Cameron Welch. "An Overview of the Subsistence
Fisheries of the Bristol Bay Area." (2015).
Liu, Li, Li Cheng, Ye Liu, Yongpo Jia, and David S. Rosenblum. "Recognizing complex
activities by a probabilistic interval-based model." In Thirtieth AAAI conference on artificial
intelligence. 2016.
Mora, Luca, Mark Deakin, and Alasdair Reid. "Smart-City Development Paths: Insights from
the First Two Decades of Research." In International conference on Smart and Sustainable
Planning for Cities and Regions, pp. 403-427. Springer, Cham, 2017.
Nordin, Norani, and Ojeniyi Adegoke. "Learning from ERP implementation: A case study of
issues and challenges in technology management." Jurnal Teknologi 74, no. 1 (2015).
PAtrIcIA rOdrígueZ, A. N. A. "on tHe FoUrtH oF JUly of 1968, my father landed at the San
Fran-cisco International Airport aboard a Pan American 747, on the same." US Central
Americans: Reconstructing Memories, Struggles, and Communities of Resistance (2017): 41.
Ranjan, Shree, Vijay Kumar Jha, and Pralay Pal. "Literature review on ERP implementation
challenges." International Journal of Business Information Systems 21, no. 3 (2016): 388-
402.
Sin, Muhammad Aizat Md, and Mohd Rizal Razalli. "THE INFLUENCE OF IT INFRASTRUCTURE IN
BUSINESS PROCESS REENGINEERING PROJECT PERFORMANCE IN ISLAMIC BANKING." Jurnal Teknologi 77, no. 4 (2015).
Singh, Chandan, Rajdeep Singh, and Harleen Kaur. Analytical Study of the Perspectives for
Implementation of ERP. LAP Lambert Academic Publishing, 2017.
Sullivan, Brian. "2012 Bower Award for Business Leadership presented to John T.
Chambers, Cisco Systems, Inc.| San Jose, California." Journal of the Franklin Institute 352,
no. 7 (2015): 2585-2586.

16ERP IMPLEMENTATION IN CISCO
Sun, Hongyi, Wenbin Ni, and Rocky Lam. "A step-by-step performance assessment and
improvement method for ERP implementation: Action case studies in Chinese
companies." Computers in Industry 68 (2015): 40-52.
.

17ERP IMPLEMENTATION IN CISCO