Submitted By- Group-9

Shailesh Aggarwal NMP77
Animay Kumar EM01
Nikhil Padalia EM04

selling into office.  Businesses  1) Measurement Business Division (MBD)  Major product as logic analyzers.3 Bn Manufacturer of electronics tools and devices. Sales went from $561 Mn to $738 (1998) 3) Video and Networking Division(VND)  Sales going down in 1998  Presence in 60 countries and a worldwide leader in Oscilloscope. television test measurement and monitoring equipment. .$1. engineering/scientific markets etc. graphic arts. oscilloscope solutions. intelligent handheld tools etc  Sales increment from $812. Founded in 1946 as electronic test equipment maker in Oregon  In 1993 .3Mn (1996) to $ 962.9 (1998) 2) Colour Printing and Imaging Division(CPID)  The phaser family of workgroup color printers.

•Lack of integration and presence of in coordination of IT system. • Global competition was increasing • Financial performance was suffering • Many legacy systems in US alone • No standardisation • Redundancy of order entry at multiple places • Chance of error • Incomplete and Inaccurate information • Inability of existing system to support the division • Business Expansion .

Neun’ s vision for the enterprise had 3 components •Separability of the businesses •Leveraging shared services •Staying as “plain vanilla” as possible  Neun (CFO) vision’s: “Frankfurt is Orlando”  Initiated by Roy Barker. President of CPID  Inability of existing system to support the division  CPID expansion plans: from niche market of graphics to terminals in mainframes to mass market PC based customers  Focus on standardization & keeping things simple  Easy justification for ERP implementation .

user leader. Selecting Software • Retain manufacturing package • Buy v/s Build • Single vendor ERP strategy to refrain from issues like • Maintenance • Integration • Upgradation • Choosing Oracle 2.To develop a “Global business model” . 4. functional sub teams and test teams.1. . Project Organization & Management • Key roles like program manager. global leader. Project Schedule • Carl Neun believed scheduling much more important than budget. • The program was implemented in waves and each wave delivered a specific set of functionality for a particular division or geographic region.To develop “Business practice changes and guiding principles” • Complex Architecture 3. Worldwide Business Model • Steering committee . • Project headed by Carl Neun (CFO) – final arbiter and had complete authority on implementation. functional experts. power users. • Division presidents and Neun acted to resolve major project management problems.


Oracle did not have some of the functionality required for OMAR. The project was divided into 5 sub-projects    Financials Order Management and Accounts Receivables modules in the 3 business divisions Global rollout  Approach was to implement to each of the sites incrementally and rollout in waves  Global Rollout  Start with Holland Distribution center and implement in waves in select EU & non EU nations  “Big Bang” implementation in EU . America .Australia  OMAR(Order Management/Accounts Receivables) Customization needed because     Different business lines have different types of customers. Each country had slightly different legal language for official documents . Asia . Customer facing documents should be in local language.

Issues: The most complex products. Division was in the . large number of Products. • Initially Poor results by large consulting firm. 3. oracle and other consultants. The implementation team was in a position to benefit from all the prior work that had been done in the other two divisions. CPID assembled products domestically and relied heavily on local distribution centers.1. later hired Aris. while MBD’s new business model demanded direct shipment to end customers. Advantage: VND was the smallest of the three divisions at Tektronix. • Initially launched in beta version and instability forced implementation team to spend months on debugging. • Tektronix took responsibility of business change while consultants worked on the system details. Extensive testing was done which delayed the project but resulted in zero startup problems . Hired Oracle consultants at a very early stage. 2. OMAR at VND VND went for a rapid implementation. OMAR at CPID • Natural choice – Favouring Management. OMAR at MBD More Complex Structure.

 Started implementation in Europe as it would address majority of international implementation issues. Taiwan. which had older. and Hong Kong. After Holland DC implementation.  The final country to be implemented was Australia.  For implementing in Asia/Pacific region Tektronix team first went after Englishspeaking countries Singapore and India  After this two countries they tackled the language difficulties in Korea.  This followed by big bang for the rest of the European countries  Big bang implemented all three divisional systems together. the American implementation adopted similar big bang approach. and complex legacy systems needing simplifications. They were able to ship even more quickly than before. .  The rollout covered 23 countries in less than 500 days.  Started with distribution centre in Holland because everybody used that.  After Europe. the Tektronix team opted to implement Oracle in pilot set of countries representing both EU and Non-EU nations.  Implementation was successful. mature business processes.

 Expensive but successful Implementation  Tektronix had visibility into finished goods inventory regardless of where        the inventory was located. Increased capacity to take on additional business & Reduction of Staff Improved flexibility to buy new businesses Reduced Staff Same day shipments in some divisions rose from 15% to 75% More visibility into sales trends and financial performance. Financial analysts were able to drill down to several levels of detail Entire organization became more thinkers than doers .

ROI analysis and budgeting for the project will also help to control the implementation costs  Support from people and Senior Leadership . ERP is not just a Software Change  Pursue a vigorous testing program simulating live work environment to avoid risks and surprises arising from the integration of complex business operations  Apart from economic justification .  The incremental approach overcomes the challenges arising from the lack of business synergies  Managed different locations independently.Power User approach .Proper software/vendor selection is necessary. Hire consultants  ERP provides Standardization & Go for Less Customization . but monitor centrally to ensure fast corrective measures in case of any deviations . Not to fall in trap of a big bang seduction.

but does often lead to increased employee acceptance  More departments may be added over time with their own discreet instances of the ERP application  Key-Process Installation Smaller companies often opt to focus on a few key processes for their initial ERP installation. are implemented in all business units at all geographic locations at the same time.  It is easier for small. and human resources. Enterprise-wide full installation A straightforward ERP Implementation approach. manufacturing.  It is easier in organizations that are centralized. It means all ERP modules.  Unit by Unit This is common approach among large or diverse companies where there are not many common processes across business units.  The Big bang is difficult to manage for very large organizations. simple organizations.   Time consuming. etc. they may decide to start out using the ERP application's financial module and add other features as the company grows . such as financials.  For instance.