Erhardt+Leimer India Limited Strategic Transformation through ERP Case Analysis
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BookSeries: Vikalpa: The Journal for Decision MakersAnalytics: Show analyticsPublication details: India Sage Jan-Mar 2001Description: Vol. 26, No. 1, p83-126,44pSubject(s): Online resources:
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Madhavan, S Kaushika Erhardt+Leimer India LimitedSummary: In this issue, we feature 11 responses from Mahima Balakrishnan, Sujith Kumar Chandrasekaran and Bharat B Lalwani; Somya Bhatnagar, Samrat Chanda, Abbey Thomas and Sanchali Chakraborty; Anindita Ghosh, A Preeti, Y Mallika~juna Reddy and Piyush Goyal; Mohit Kumar Jakhodia, Harry Jose, Saurabh Mittal, Yashpal Krishna Das and Abhishek Bansal; Pavan Jolly, Nidhi Gupta, Purvi Modi, Sheel Shah, Shantanu Mazumdar and Santosh Kurian T; Neeraj Kaushlendra, Sptarshi Ganguly and Sushmita Biswas; S Rajaram; V Venkata Rao; Dipankar Roy, Somnath Bondopadhaya, Maulik Singhal and Rajat Shrivastava; Anand Sridharan, V T Bharadwaj and N Ravichandran; and C Venkat. Erhardt+Leimer India Limited (ELIL), in the business of textile and related equipment manufacturing, is facing increased competition, stagnation in revenue, and eroded profitability. ELIUs parent company in Germany had implemented Enterprise Resource Planning (ERP) solutions to enhance its effectiveness and had offered ELIL some licences free of cost. Mr S Rajaram, Vice President (Operations) of ELIL, though excited about the possibility of adopting ERP solutions is also concerned about implementation issues. They are: inadequate computing infrastructure, need for substantial investment, need to improve process orientation, data discipline, the prevailing organizational culture, and the high rate of failure in ERP implementation. Considering that he has to make a recommendation to the Board on ERP implementation, he is wondering whether ELIL is prepared for this change. Vol. 26, No. 1, january-March 2001 83 Vikalpa
| Item type | Current library | Call number | Status | Date due | Barcode |
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Case Study
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Main Library Online Access | Available | Case Analysis 88 |
In this issue, we feature 11 responses from Mahima Balakrishnan, Sujith Kumar Chandrasekaran and Bharat B Lalwani; Somya Bhatnagar, Samrat Chanda, Abbey Thomas and Sanchali Chakraborty; Anindita Ghosh, A Preeti, Y Mallika~juna Reddy and Piyush Goyal; Mohit Kumar Jakhodia, Harry Jose, Saurabh Mittal, Yashpal Krishna Das and Abhishek Bansal; Pavan Jolly, Nidhi Gupta, Purvi Modi, Sheel Shah, Shantanu Mazumdar and Santosh Kurian T; Neeraj Kaushlendra, Sptarshi Ganguly and Sushmita Biswas; S Rajaram; V Venkata Rao; Dipankar Roy, Somnath Bondopadhaya, Maulik Singhal and Rajat Shrivastava; Anand Sridharan, V T Bharadwaj and N Ravichandran; and C Venkat. Erhardt+Leimer India Limited (ELIL), in the business of textile and related equipment manufacturing, is facing increased competition, stagnation in revenue, and eroded profitability. ELIUs parent company in Germany had implemented Enterprise Resource Planning (ERP) solutions to enhance its effectiveness and had offered ELIL some licences free of cost. Mr S Rajaram, Vice President (Operations) of ELIL, though excited about the possibility of adopting ERP solutions is also concerned about implementation issues. They are: inadequate computing infrastructure, need for substantial investment, need to improve process orientation, data discipline, the prevailing organizational culture, and the high rate of failure in ERP implementation. Considering that he has to make a recommendation to the Board on ERP implementation, he is wondering whether ELIL is prepared for this change. Vol. 26, No. 1, january-March 2001 83 Vikalpa
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