Professional Documents
Culture Documents
By:
Abhirup Mukhopadhyay(02)
Aniket Singh Mahra(10)
Bhanu Manchanda(26)
Disha Kashyap (32)
Lopa Mudra Panda(58)
Scope of Timberjack
• Leading manufacture of heavy equipments.
• Formed through number of acquisitions during
1980s and 1990s.
• Operated two service parts operations in Marsta
and Sweden .
1995 :
Market Share : 25%
Sales : 627m USD
Profits : 88 m USD
Employees : 1600
Why ERP
• Instability of the existing system
• Heavy modifications led to frequent system
failures
• Lack of user reliability
• Future need for integrating manufacturing,
dealer network , parts and service.
• HP’s reluctance to provide further support to
it aging software MM3000.
• Issues with integration of financial data
Timberjack: Sweden Timberjack: Atlanta
• needed a faster change as • had time and wanted to
its operations were badly implement a universal
effected system.
• Not satisfied by the RPF • Satisfied with the RFP
model used to select model
vendors
• Strong preference for QAD • Strong preference for Oracle
• No customization • Needed to customize
Decision Rationale
• Cyclical Industry
• Backward and Forward Integration
(Manufacturing/Dealer/Service)
Strategic • Integration of North America operations
• Competitive advantage in vendor selection
• Complete “Distribution Package”
The RFP process
CONSULTANT-COOPERS & LYBRAND
Sessions with
members from Benefits review started Business
each functional at Woodstock statistics and
area dealer system
details
incorporated in
RFP
Ensure all Additional
processes are requirements
covered in detail for Marsta
Hard copies
List of and soft
Consideration for requirements were copies
any additional sent to Marsta for dispatched for
software review vendors
Timberjack list
compared with C&L
Business process list developed for
breakdown prior clients
Issues regarding the RFP
-Woodstock vs Marsta
ADDITIONAL REQUIREMENTS FOR MARSTA
Requirements related to: OPPOSING VIEWS
Multilanguage capability Marsta wanted an enterprise syatem
EFT for payments to suppliers at the earliest while woodstock was
Intrastat reporting used in Europe for in no hurry
tracking of goods Marsta would have preffered a RFP
running for just 5 pages while that
ADDITIONAL REQUIREMENTS FOR developed by Woodstock went on for
WOODSTOCK 200 pages thus building in a delay in
RFP evaluation by the vendors
Benefits analysis to weight the potential Marsta was focusing short term to
functionality improvements solve its current needs while
Woodstock had a long term
perspective going into the project.
VENDOR SELECTION
Oracle – QAD –
preference preference
by Atlanta by Swedish
group group
Functionality shortfalls – Work Order processing module to match Customization on dealer systems,
needed in these areas current dealer system functionality order type & safety stocks
Total cost of dealer system $ 30,000 $ 200,000
modifications Mod in safety stock program &
order type functionality
requirements
Implementation Consulting More consultants over a longer Not much consultants required
duration, consulting fee to install in as it is not a huge and
both sites is $ 500,000 USD, later complicated package
reduced by 25%
Installation time At least one year Six to seven months