Case Study Two Revving Up Sales at Harley 9 communicatng They could speed up The process of ge±ng Their producTs To The cusTomers quicker. ²hey could also eliminaTe any discrepancies in The SCM sysTem and geT problems resolved quicker. Harley-Davidson can beneFT from The ImpacT of ERP sysTem, ERP focus is To collecT, updaTe, and mainTain enTerprise wide informaton (Philips 2015). ²he functonal deparTmenT’s access The same informaton when making decisions and solving problems. An ERP sysTem is here To assisT Harley-Davidson on gaining an enTerprise wide view inTo all of iTs operatonal informaton from sales and marketng To billing and Fnance. Points of Learning One poinT of inTeresT is The di³erenT Technologies ThaT people can use To help make decisions and solve problems and whaT is The value of ThaT informaton? ²he answer To This imporTanT queston varies depending on how The informaton is used. Why Two people looking aT The exacT same pieces of informaton could exTracT compleTely di³erenT value from The informaton. One way ThaT people can exTracT di³erenT value from similar informaton is by The informaton Technology Tools They use To analyze The informaton. Also, people’s personal experience and expertse will deTermine how They view and analyze informaton. Second poinT of inTeresT is ThaT models can calculaTe risks, undersTand uncerTainTy, change variables, and manipulaTe tme. Many of us have worked wiTh a DSS and mighT noT know iT.
million" (Caldwell, 1998; p. 63). This action, however, was wholly inconsistent with thewoefully separate procurement systems existing at individual manufacturing sites.
The problem with all of this is that Harley-Davidson was unable to gain benefits of quantity pricing as a company overall. Not only were the individual sites treated as separateentities, but their insistence on behaving that way prevented Harley-Davidson from gainingany benefit of quantity pricing or preplanning based on total sales forecasts. The companyneeds a means of operating with greater internal efficiency.
Alternatives and Score Matrix
The SiL'K team already had determined that Harley-Davidson was in need of amodified ERP; it also was adamant in the beginning that it was "not seeking a full ERPsolution, that the scope was well defined and those suppliers shouldn't waste time pitchingadditional functionality" (Sole, Cotteleer and Austin, 2003; p. 9). Harley's ArchitectureIntegration group reviewed all possibilities to ensure compatibility with existing systems. Of the eight potential suppliers responding to Harley-Davidson's RFP, the company narroweddown its choices to three.
Provider1's "representatives asked appropriate questions, they clearly acknowledgedHarley-Davidson's values, and seemed comfortable with the casual but competent Harley-Davidson style" (Sole, Cotteleer and Austin, 2003; p. 11). Provider1 addressed every issueraised in Harley-Davidson's RFQ, and tailored its solutions perfectly to the requirements setout by Harley-Davidson.Provider1 did not offer the highest form of functionality, and did not offer "'web-enablement' directly but its team proposed integrating a partner solution" (Sole, Cotteleer andAustin, 2003; p. 11). On the other hand, Provider1 was comfortable with the changemanagement issues that would arise in making the changes that the company sought.