Cisco Systmes, Inc. : Implementing ERP
Upon the ultimate failing of the existing legacy systems at Cisco causing an outage for almost for two full days it was evident for the senior managers that it had to be replaced. It was very clear that the systems were failing and an integration was the best option available for Cisco. But Pete Solvik, CIO, was disinclined towards undertaking such a huge project for he realised the inherent failures of an ERP system implementation. Also, an ERP system implementation is expensive in terms of time and money is time. And longer the time and money invested the chance that it failed would mean the end of a lot of careers and penultimate losses for the corporation.
What is really commendable of the team is that they established goals that were realistic and addressed the central issues quickly. It was given the highest priority being one of the top goals for the company and they wanted to spend as less as nine months for its implementation with the least customization, thus they adopted the strategy to buy a single ERP to suit it to entire the corporation.
Another factor which was taken into consideration was the implementation team and how it was represented by various facets of the company. It was clear that they wanted it as short lived as possible and the senior most talented and experienced people were absorbed into the teams. KPMG, a consulting company was roped into this project, thus adding an edge to the expertise and the skill set thus ensuring that the best to further a successful project. Knowing very clearly what they wanted helped them choose ORACLE as their ERP vendor, who had to succeed as it was a launch new product. The extra resources that were applied for this purpose by ORACLE helped Cisco further in making it time and cost efficient.
The implementation process began and soon CRP(0,1,2,3) followed one after the other with not too many problems, addressing and building on issues as they progressed....