Group G |3
northern California, closer to the Avon refinery. But it ultimately wound upmoving to Stamford, Connecticut.The move may have signaled that Tosco intended to shift geographicaldirection and develop a presence on the East Coast as significant as itspresence on the West Coast. In December 1992 the company acquiredExxon's Bay way refinery, located in Linden, New Jersey, for $175 million.The acquisition made it the second-largest independent refiner in the UnitedStates. In 2001, Tosco had to go though some equations but overall COMETSwas a successful project. It was easier to implement and use. It took four andhalf of years and cost more than $ 40 million. But it was not like other ITsystems and it was useful and good to use.
Project Implementations of Tosco
As Tosco has the unique business process it maintained, the companydecided on the customized
approach. for writing the software programs forCOMETS, Tosco decided to form teams comprised of operational
andaccounting users, systems analysts and programmers, and consultants fromAspen Consulting. Most of the Tosco people assigned to the project wereassigned part-time. The teams were made up of 70% Tosco and 30% AspenConsulting. When the COMETS system was implemented in the first year,Tosco had another major acquisition that of the Circle K convenience stores,headquartered in Phoenix, Arizona. The teams wanted to re-examine somerequirements and get additional funding, although the convenience storeswould largely continue to be run on their own system. The Circle K acquisition
expanded Tosco’s core business, and adjustme
nts had to be made to theCOMETS system. In 1996, as Donna expected, the cost overruns on theCOMETS project started to surface. Donna was approached with news that aparticular process was taking longer than expected, sometimes dramaticallylonger, and often doubling the initial price tag of the task. It was a complicatedprocess than the previous one.
ERP system in Tosco
In early 1980’s, Tosco was a small independent oil refiner with only three oil
refiners. They had an annual sales figure of around $ 3 million. They had twocommodity movements which were able to carry out the duties of the basicbilling, inventory control and accounting requirements. In 1980, Tosco bought