Week 5 Case Study: Nestle

962 Words4 Pages
Week 5 Case Study: Nestle Enterprise Resource Planning, otherwise known as ERP, has been a successful backbone to many big enterprise, but has also been the reason of fallen enterprises. Enterprise resource planning is a business process management software that works together to allow an organization to use a system of integrated applications. As the case study mentions, the problem lies in the fact that the ERP application isn’t a solution, it is merely a tool to use in the changing business processes. Nestle had many problems that underlie their failure, though they did come out successful with implementing ERP systems, but they could have done much better. In 2000, Nestle signed a two hundred million dollar contract with SAP and spent another eighty million dollars for consulting and maintenance to install ERP systems for their global enterprise. However, little did they know the problem that they faced, including personal and political resistance with the change, and the unprepared teams for the process changes. The problem started with the company having too many branches and multiplied purchases of the same product, from the same vendor, but the catch is, paying twenty-nine different prices. All of these branches, had different names and numbers for the one product that every branch uses, so it was quite confusing, even for the team studying the various company systems to come up with this conclusion. Due to this study, Nestle concluded that it would standardized all the major software systems in all of its divisions, so they can work more efficiently. However, since they were one of the few that were the first to make such drastic changes, they did not have many experiences to learn from. Their goal of transforming the separate brands into one highly integrated company was a big success, but had many bumpy roads along the way. Quoting Dunn

More about Week 5 Case Study: Nestle

Open Document