PLEASE SEE THE PDF ATTACHED ..I NEED 1500 WORDS WITH PLAGIARISM  REPORT

MITS6004

Enterprise Resource Planning

Assignment 1

Case Study and Presentation

March 2020

MITS6004 Assignment 1 and 2

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Objective(s)

This assessment item relates to the unit learning outcomes as in the unit descriptor. This

assessment is designed to analyze business/ enterprise activities and to identify problems,

weaknesses, strengths and threats and entities interacting with the enterprise. This assessment

improve presentation skills and give students experience to apply knowledge to identify, make

recommendations and devise solutions for an ERP implementation topic and writing a report

relevant to the Unit of Study subject matter.

INSTRUCTIONS

Assignment 1 – Case Study and Presentation – 10% Due Session 5

Case Study: Nike ERP Implementation

• BACKGROUND:

Nike was founded in 1964 by Bill Bowerman and Phil Knight in Beaverton, Oregon. It

began as Blue-Ribbon Sports (BRS). In 1972, BRS introduced a new brand of athletic

footwear called Nike, named for the Greek winged goddess of victory. The company

employs 26,000 staff around the world with revenues in fiscal year 2005 of $13.7 billion.

It has facilities in Oregon, Tennessee, North Carolina, and the Netherlands with more than

200 factory stores, a dozen Nike women stores, and more than 100 sales and

administrative offices. Its subsidiaries include Cole Haan Holdings, Inc., Bauer Nike

Hockey, Hurley

International LLC, Nike IHM, Inc., Converse Inc., and Execter Brands Group LLC. As of May

31, 2004, manufacturing plants included Nike brand, with 137 factories in the Americas

(including the United States), 104 in EMEA, 252 in North Asia, and 238 in South Asia,

providing more than 650,000 jobs to local communities.

• OBJECTIVE

Nike grew from a sneaker manufacturer in the early 1970s to a global company selling a

large number of products throughout the world. Nike’s sneaker supply chain was

historically highly centralized. The product designs, factory contracts, and delivery are

managed through the headquarters in Beaverton, Oregon. By 1998, there were 27

different and highly customized order management systems that did not talk well to the

home office in Beaverton, Oregon. At that time Nike decided to purchase and implement

a single- instance ERP system along with supply chain and customer relationship

management systems to control the nine-month manufacturing cycle better, with the

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goal being to cut it down to six months.

• PLAN

The company developed a business plan to implement the systems over a six-year period,

with multiple ERP rollouts over that time. The plan called for the implementation of the

demand planning system first while working through the ERP system and supply chain

implementation.

• IMPLEMENTATION

The demand planning system was implemented first for reasons that made a lot of sense.

The total number of users was small in comparison to the ERP system and was thought to

be relatively easy to implement; however, this turned out not to be the case. When the

system went live, there were a number of problems related to the software, response

time, and data. In addition, training was not adequately addressed, causing the relatively

small number of end users to use the system ineffectively. The single-instance ERP system

and supply chain implementation plan differed from the demand planning system and

called instead for a phased rollout over a number of years. The ERP system

implementation went much more smoothly. Nike started in 2000 with the

implementation of the Canadian region, a relatively small one, and ended with the Asia-

Pacific and Latin America regions in 2006, with the United States and Europe, Middle East,

and Africa in 2002. This included implementing a single instance of the system, with the

exception of Asia-Pacific, and training more than 6,300 users. The total cost of the project

as of 2006 was at $500 million—about $100 million more than the original project budget.

• CONCLUSION: WHAT WAS LEARNED?

The demand planning system interfacing to legacy data from a large number of systems

that already did not talk well with each other was a root cause for misinformation and

resulted in inadequate supply planning.

The demand planning system was complex, and end users were not trained well enough

to use the system effectively.

System testing was not well planned and “real” enough to find issues with legacy system

interfaces.

• The overall business plan for all the systems and reasons for taking on such a highly

complex implementation were well understood throughout the company. Thus, Nike had

exceptional “buy-in” for the project and was able to make adjustment in its demand

planning system and continue with the implementation. The goal was to ensure business

goals were achieved through the implementation, and not so much to get the systems up

and running.

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• Nike exhibited patience in the implementation and learned from mistakes made early in

the process.

• Training was substantially increased for the ERP implementation. Customer service

representatives received 140–180 hours of training from Nike, and users were locked out

of the system until they completed the full training course.

• Business process reengineering was used effectively to clarify performance-based goals

for the implementation.

CASE QUESTIONS

1. How could Organizational Project Management (OPM3) have helped to identify the

problems with implementing the demand planning system?

2. What were the three primary reasons Nike was successful with the ongoing ERP

implementation?

3. Why was a phased rollout the correct decision for Nike?

Sources: Koch, C. (December 7, 2004). Nike Rebounds. CIO Australia’s magazine for executives.

Submission Guidelines

All submissions are to be submitted through turn-it-in. Drop-boxes linked to turn-it-in will be set up in the

Unit of Study Moodle account. Assignments not submitted through these drop-boxes will not be

considered. Your report should be limited to approx. 1500 words.

Submissions must be made by the due date and time (which will be in the session detailed above) and

determined by your Unit coordinator. Submissions made after the due date and time will be penalized at

the rate of 10% per day (including weekend days).

The turn-it-in similarity score will be used in determining the level if any of plagiarism. Turn-it-in will check

conference web-sites, Journal articles, the Web and your own class member submissions for plagiarism.

You can see your turn-it-in similarity score when you submit your assignment to the appropriate drop-

box. If this is a concern you will have a chance to change your MITS6004 Case Study and Presentation – 1

Copyright©2015-2018VIT,AllRightsReserved. assignment and re-submit. However, re-submission is only

allowed prior to the submission due date and time. After the due date and time have elapsed you cannot

make re-submissions and you will have to live with the similarity score as there will be no chance for

changing. Thus, plan early and submit early to take advantage of this feature. You can make multiple

submissions, but please remember we only see the last submission, and the date and time you submitted

will be taken from that submission.

Your document should be a single word or pdf document containing your report.