Successfully Navigating the Turbulent Skies of a Large-Scale ERP Implementation Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Successfully Navigating the Turbulent Skies of a Large-Scale ERP Implementation Case Solution

Introduction of the Company and Case Overview:

The case is about the Enterprise Resource Planning System in the Bombardier. Bombardier was a leading transportation company and entered in the rail transportation business in 1947. Moreover, Bombardier intended to diversify its business and this desired led the company in the aerospace industry in 1986 thus, it purchased a Canadian leading aircraft manufacturer named Canadair. Furthermore, Bombardier has also acquired Short Brothers plc and Lear Jet Corporation in order to manufacture civil manufacture aircraft. In addition, Bombardier made its major acquisition in aerospace industry by purchasing de Havilland Company.

Bombardier’s acquisition has proved successful and it contributed in its total revenues. Bombardier had established its position in the aerospace industry and became the third largest designer and manufacturer of commercial aircraft across the world.

Furthermore, Aerospace division of the company was organized into four products and service line such as; business aircraft, regional aircraft, amphibious aircraft and defense services. Each of these products line contained different families of aircraft each with several aircraft programs.

However, despite the global presence, the company had faced certain challenges with its acquisition strategy. Bombardier Aerospace had inherited the data, process and systems of each of the company that it had acquired. Due to this, the company faced a problem of communicating with each other and found it difficult to share the data between manufacturing plants. In addition, the labor had lack the skills which required operating the information system due to which they suffered. Moreover, the cost of information system was also very high which the company has to bear. Therefore, the management of the company was concerned about the delay in process, sequential activities, price inconsistency, supplier proliferation, and different bill of material. It was expected that, the company’s legacy system lacks integration and visibility due to which the problems has been aroused.

Bombardier Aerospace’s manufacturing was supported by the information technology applications and was known as Bombardier Manufacturing System (MBS). BMS was based on a MACPAC platform and served the company’s need in better ways. However, the system lacks efficiency in dealing with the changes and challenges that company had facing. The Bombardier Manufacturing System had a pressure to give accurate data, introduce the new products and to integrate the business partners.

Thus, due to inefficient and outdated system, the future development of the company had come under risk as the production of new aircraft has not been possible using the company’s legacy system. The company therefore, has made several attempts in order to align the operation of its acquired firms. In addition, the company has implemented an Enterprise Resource Planning System in order to cope up with the challenges.

Problem Statement:

In order to achieve the strategic objective, the company has implemented ERP system in the so that the strategic vision of the Bombardier Aerospace could be realize. However, ERP system has been failed in 2000 even after making million of investments. The failure of the system was resulted due to the inappropriate business processes, outdated company vision and low involvement of employees in the system. Therefore, the company had established a team for a new integrated manufacturing system and the team was comprises of senior managers of Bombardier Aerospace and authorized a project named Bombardier Manufacturing Information System in October 2011..............

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