Keda’s SAP

Implementation
Group 1:
1. Siddharth Balekar(2017PGP086)
2. Shivani Nath(2014IPM087)
3. Prashant Singh(2017PGP261)
4. Manisha Bandla(2017PGP189)
5. Aditya Ramavath(2017PGP287)
Quick introduction to the case
The case gives an idea about how major IT projects such as ERP
should be successfully implemented. It also gives an idea about
what kind of challenges does the implementation of a new
technology project face and how can they be tackled.

The company under discussion in this case is Keda Industrial

Company Ltd. based out of China, which began as a small
manufacturer of ceramics industry and scaled up its growth to
become one of the top 10 building materials machinery enterprise
in the world. The company had progressed by giving autonomy to
different business units, thus creating a free-wheeling corporate
culture. As the scale of the company grew this culture created
problems due to non-standardized processes which could be
solved only by implementing a robust IT strategy
Problems faced by Keda before IT strategy implementation
Non-standardized business processes due to silo-based business model

Redundancy due to duplicated processing tasks

Organizational
Managers not able to take timely and informed decisions

Production Delays

Lower machine time utilization

Operational
Scrapping of reusable materials and parts

Current IT vendor ceased maintenance

Absence of well defined IT strategy

IT
Current MRP II system not supporting multiple plants

Lack of integration throughout the organization

Government pressures to implement computerized systems

Other problems
Flawed pricing model due to inadequate information
 How were the problems solved?
Develop in-house Creation of Taking the platform
or outsource? Implementation live
Lacking IT expertise team Big Bang approach
preferred to phased
Time availability Involving managers from all
business units to map Timing to go live was
Outsource
business flows and reflect chosen to be low season
Selection of ERP vendor correct business practices

Creating IT Strategy Involve the senior Modifying certain

Halting of all ongoing IT management business workflows
projects for standardization
To ensure the
Creation of a IT blueprint implementation was
according to the strategic
Focus on integrated
alignment goals
organization structure
 Key learnings and takeaways from the case

IT is a part of business
strategy and it should come
in a top down approach 01 An IT strategy or a roadmap
aligning with the objectives of

Involvement and support of 02 organization is necessary for

getting the most out of IT
senior management from
different departments is key
success factor
03 implementations

Timing for IT implementation

Gaining insights from similar 04 should be carefullyy chosen

to mitigate risk and minimize
IT implementations in similar
companies can help avoid
common mistakes
05 business disruptions
Thank you