Tektronix Inc Case

Tektronix Inc. case

Ans #1

1. Management and information systems that lacked integration.

Integration is needed throughout the infrastructure of a business to run smoothly.

2. IT infrastructure that suffered from decades of uncoordinated evolution. There was no rhyme or reason for how Tektronix Inc., was growing.

3. Fifty-year old legacy system. Legacy systems are not able to fully integrate like ERP systems are able to do.

4. Operated as 26 independent divisions. This slowed processing and customer service.

5. Another weakness in Tektronix’s IT infrastructure was that it was lacking in accurate information on performance. Such as not being able to:

-Meet the capacity to manage customer accounts and credit on a global basis effectively

-Calculate an invoice total for a customer at order creation.

6. Financial systems suffered from lack of integration.

-Multiple charts of accounts existed across the firm.

-Closing the books each month took a lot of time.

-It was extremely difficult to know which products and divisions

were profitable and which failed to do so.

Ans#2

Tektronix implemented ERP in stages because each stage delivered specific functionality for a particular division or geographic region. For example Tektronix started with the United States and then moved onto Europe. This allowed for:

1. Obtaining regular feedback

2. Flexibility in scheduling

3. Smooth process

4. Gain overall acceptance

The big-bang approach is for smaller companies with lower complexity, or for strong centralized organizations. Going with the big-bang approach allows for the company to lose some of the flexibility that implementing in stages allows for.

Ans#3

Tektronix formed a small team of people who spent one to two months ensuring that Oracle could do what Tektronix needed before purchasing it. Tektronix decided to implement the United States first and then roll the systems out to the rest of the world. This allowed them to get...