By

Group 5
Chirag (9)
Gaurav (10)
Pradyoth (23)
Purva (25)
Company Overview
 Founded in 1992 by Lu Qin in ShunDe, China
 Manufacture ceramic machinery
 Recognized as a china top 500 manufacturer and top 10
building materials machinery
 Became a listed company on shanghai stock exchange in
2002
 $209 million revenue in 2009 (almost double from 2006)
 Broad product offering and comprehensive plant design
 Orders typically high customization low volume and high
margins
 Several key business functions all acting autonomously
 Freewheeling corporate culture allowed for “pursuit of
perfection” and endless innovation
 Many innovative products and business innovations
Drivers for ERP
 Silo-based model taking a toll on Keda’s business performance
 Disconnected business units equals duplicate tasks, redundancy
and heightened costs
 Little information flow and lack of integration prevented timely
strategic decisions
 To remain a leader Keda needed to continue innovating, but
needed to provide information to all departments along the way
 Also the Chinese government’s call computerization in
corporations
 Inventory management difficult because of the diverse product
line
 Low usage and production made it difficult to meet demand
 The expended product offering caused Keda to build more
factories, causing Keda to outgrow it MRP II system.
 Keda needed to rethink its IT.
Using Cultural Characteristics
Appropriately
 Power Distance : High
 Using top management support to influence managers.
 Uncertainty Avoidance : High
 Avoiding using a phased out approach to force
employees to shift to new system.
 Masculinity : High
 Rewarding project team members for the added effort.
 Individualism : Low
 Having a team based approach to project
implementation.
 ERP Implementation
Process
Stage Description
Identify Need for Drivers for ERP system were identified so that Keda could define
System clear goals that were in line with its overall business strategies
Vendor Selection A suitable provider of an off-the-shelf solution was selected on the
basis of the needs identified above. This selection process
involved receiving responses to the request for proposal (RFP),
short-listing vendors for presentation and visiting vendors’ existing
client
Process Redesign Existing business processes and operations needed to be
modified to fit the chosen system. Responsibility for this stage was
placed on key users.
System The ERP modules were configured and customized for Keda’s
Implementation business processes and data needs. This process involved
converting and loading data and making changes to process flows
System testing & The system was tested to see whether it was ready for
User training deployment. Users of the system familiarized themselves with
system operations
System Rollout The system went online
Future of ERP at Keda
 For Keda
 Successful implementation but yet the full potential
of centralized data and processes is to be
discovered

 Integration of customer relationship management,

business intelligence and supply chain management,
optimize decision making.

 Challenges of ERP
 How such system will allow for flexibility—an ability
to adapt enterprise technology to disruptive business
events as they occur.

 Cloud ERP