Case study on ERP success(cadbury) and failure(hershey's) • 1. ERP IMPLEMENTATION CASE STUDIES-SUCCESS & FAILURES • Enterprise resource planning (ERP) is business management software—usually a suite of integrated applications—that a company can use to store and manage data from every stage of business, including: •Product planning, cost and development •Manufacturing •Marketing and sales •Inventory management •Shipping and payment • Functions of ERP • ERP provides an integrated real-time view of core business processes, using common databases maintained by a database management system. ERP systems track business resources— cash, raw materials, production capacity—and the status of business commitments: orders, purchase orders, and payroll. • The applications that make up the system share data across the various departments (manufacturing, purchasing, sales, accounting, etc.) that entered the data. • ERP facilitates information flow between all business functions, and manages connections to outside stakeholders. • ERP Implementation Success • Company Background • Cadbury is a British multinational confectionery company owned by Mondelēz International. • It is the second largest confectionery brand in the world after Wrigley's.

• Founder: John Cadbury • Founded in: 1824, Birmingham, United Kingdom Cadbury over the years. • Currently, Cadbury India operates in four categories viz. Chocolate Confectionery, Milk Food Drinks, Candy and Gum category. In the Chocolate Confectionery business, Cadbury has maintained its undisputed leadership over the years.

• Key brands of Cadbury in India. • ERP Implementation • Cadbury turns out, in recent years, Kraft implemented SAP ERP 6.0 (System Analysis and Program Development) in what SAP called one of its largest global ERP implementations. Kraft credited ERP with reducing operational costs. 11,000 employees were sending data to the company's SAP solution and it was linked to 1,750 applications by 2008.

Critical Success Factors for ERP Implementation: The Case of Jordan 3 preparation stage, package selection in the technology selection stage, change management in the project formulation stage, and finally user training in the. The implementation of enterprise resource planning (ERP) systems has been known to be much more difficult than the development of a computer application supporting a single business function. In this article, the researcher presents a case study of an ERP system implementation by a medium company in Ethiopia.

That same year, Kraft aslo added SAP's master data management solution, NetWeaver, with an eye toward integrating legacy systems. • • Cadbury was left with a glut of chocolate products at the start of the year, after the installation of a new SAP-based enterprise resource planning (ERP) system led to an excess of chocolate bars building up at the end of 2005. • The new U.K. Computer system is part of a five-year IT transformation project, called 'Probe', aimed at integrating the Cadbury Schweppes' supply chain, purchasing, manufacturing, distribution, sales and marketing systems on a global, SAP-based ERP platform. • Cadbury Schweppes is aiming for an ultimate savings from the Probe project, but its implementation has been far from smooth. The project was beset by problems and delays when it was first introduced in Australia in 2002. Pcdj red 5 3 setup keygen music download.

• Benefits of ERP • Benefits of ERP • Cadbury was on a fast paced growth and could not continue with the existing systems and the pace was too slow due to added inefficiencies. ERP added efficiency and guided the led all the issues fast paced growth. • The implementation of ERP brought in a new way of warehouse management system and brought in structure to branch offices and the depots. • While implementing the ERP systems, the company has built it upon the past strengths of the company thereby not losing out on its competitive • Benefits of ERP • The initial implementation took time and then the successive implementations took lesser time and cost and there is a huge advantage in saving cost while in the implementation phase itself. • The reaction from competition does not matter in this because this is not a change that was advertised to the market. This is an internal process restructuring and was a welcome change within the company which badly needed the change. • The company also has built in a robust regular feedback system to monitor the changes and check if they go according to the initial plan.