MITS6004 - Enterprise Resource Planning: Nike ERP Case Study Analysis

This case study examines Nike's Enterprise Resource Planning (ERP) implementation, focusing on the application of OPM3 in identifying and addressing implementation challenges. The analysis explores how OPM3 can help in finding problems within the ERP program and its role in aligning initiatives with market outcomes. The study highlights the key influences in Nike's successful ERP adoption, emphasizing the company's strategic approach, persistence in execution, and the importance of customer relationship representatives' training. The document also discusses the significance of a well-defined strategic model and the ability to learn from mistakes. Furthermore, the case study identifies critical issues, such as the demand planning network's interaction with existing data, the complexity of the market forecasting framework, and the need for improved device experiments. The conclusion emphasizes the importance of addressing these issues to enhance the effectiveness of the ERP system.

Enterprise
Resource
Planning

INTRODUCTION
 The next article will address the case analysis of
the NIKE initiative which will tackle the following
concerns in conjunction with the case study. Why
would OPM3 help in finding problems in the
implementation of an enterprise preparation
program? Which were the three key influences in
Niken's successful adoption of the ERP? [1]

ANSWER1
 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.
 OPM3 will assist the company to match its approach with
market performance programs.
 OPM3 should help Adidas to boost the efficiency of initiatives
aligned with company plans that may give them a dilemma in
future.

Answer 2
 The corporation has fully recognized the overarching
strategic model for all processes and the rationale
behind such a deeply complicated execution [2]
 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 [3]

Answer 3
 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
 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.

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.

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.