A Toronto-predicated auxiliary of the U.S. corporation Caterpillar Inc., Caterpillar Tunnelling Canada Corporation, in the spotlight in the custom design and assembling of tunnelling insipid machines exploited in the construction of transportation and convenience tunnels such as the subway, sewage and telecom cable tunnels. Following the acquisition by Caterpillar, the business was selected as truly one of the sites to undergo enterprise resource planning (ERP) transformation.
Later to over a year of localization endeavor to accommodate the corporate ERP template to the subsidiary company's business progression, the job was called off due to both the stressed local resources and the noteworthy gap between the parent company's relentless manufacturing model as well as the subsidiary's concurrent engineering/project-based model. Moreover, the shortage of executive buy-in and a mandate in launching firm-wide performance metrics and consistency in business semantics led to the creation of sometimes irreconcilable reporting and also intermittent user adoption of business intelligence tools. The business resource supervisor and head of finance has to reassess the management of business intelligence technologies and come up with a strategy to conquer coherent data analytics for successful business decision making. Murat Kristal and authors Frances Leung are affiliated with York University.
PUBLICATION DATE: November 29, 2013 PRODUCT #: W13513-PDF-ENG
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