Case study Sinosteel

1. What went wrong? How can you explain how the technology actually led to more rather than fewer mistakes?

4. What problems under the old system are solved or mitigated by the new system?

In business, it is important for companies to be able to communicate effectively. Each department of a company relies on the other departments as they add to the value chain. One way for a company to integrate its different departments is enterprise resource planning. ERPs are software programs that allow companies to join together data across operations on a company wide basis (Jessup and Valacich 248). ERPs store company information in a common database and allow all departments to access it from one central location (Koch). Companies without ERPS may contain many legacy systems, each operating with different

Additionally, it contained no effective way to audit the system to ensure data reliability. This goal being so ambitious, yet most facilities were meeting it and no one questioned it or asked themselves "how is every facility is hitting this goal?" This confirms the lack of an audit system to review the data. Finally, the failure

2. Was the investigation of the problem the most appropriate way to do this? Is there some other things that they should have done? If so, how would you do it differently?

a. Support from the board, it was the right time that the old system kept failing and everyone saw an opportunity to do something big to replace the whole legacy system.

The disadvantage would be the locally the community would loose certain jobs and the country

SAP is known for their ability to innovate and release new software at a fast rate. SAP encountered some early losses when they would not be able to provide consulting services to their new clients. This focus on developing its R&D market led to problems with their ability to market and sell in global markets. It wasn’t until SAP went public on the Frankfurt stock exchange in 1988 that they were able to raise the cash to fund the global operations. SAP still faced problems with clients having to use external consultants to install and modify the software.

The main problems with the existing system and goals for the future system identified as below:

On the other hand, the Asian market still lacks local manufacturers. Not only Vietnam but Cambodia, Brunei and Singapore do not have local manufacturers. If Electrosteel could move quickly and establish itself as a high quality local manufacturer, this could be a source of competitive advantage. The low labor cost would also contribute as a benefit. In the best case scenario, Electrosteel could use Vietnam as a production base to serve the entire Southeast Asia market, not just Vietnam.

One of the lessons learned by Coloplost after the expansion in Hungary is the importance of the transfer of knowledge and communication between all segments of the business. This area needs to be improved prior to further expansion to China. During the last expansion management was so busy dealing with communication issues that they failed to fully take advantage of local sourcing opportunities, instead importing more expensive options.

1. What is the business of Sinosteel, what are its major challenges, and how would an ERP system address the challenges they face?

5. Can we create a competitor for them in china itself, so that they won’t invade our market? – WHAT MAKES U TELL THEIR PRODUCTION IS FROM CHINA?

This paper will dissert about Schneider-Electric, a company I worked for a few years ago in Mexico, and it will cover some of the questions asked in the assignment description about computer platforms, transaction processing systems, intranet applications, policies, etc. Nevertheless, this paper will focus, mainly, on the migration from SQL and the different systems based on SQL to SAP, its implementation, issues and challenges in the process.

Sinosteel is a company that is in charge of producing and processing metallurgical mineral resources, trading and logistics raw materials and products, and it is also related engineering technical service and equipment manufacture. The company is decentralized (it has many subsidiaries), while its business is expanding all around the world.