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Rajan Viswanathan Business Context/Key Business Drivers Case 1 Keda Industrial Company Limited (Keda) was founded in 1992 by Lu Qin for US...

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What was the GOING-LIVE strategy of KEDA?

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Rajan Viswanathan Case 1 Business Context/Key Business Drivers
Keda Industrial Company Limited (Keda) was founded in 1992 by Lu Qin for US $13,I
company began as a small ceramics machinery manufacturer and competed against European manufacturers. In the 20005, Keda had become the second leader in building materials machin‘
world and in 2006, had an annual revenue of $119 million. Keda’s business relied on R & D, purchase of raw materials, inventory management an
production. Keda had a silo based business model, which led the company to redundancy and ]
costs. They lacked integration and not every decision maker in the company was receiving all 1
information to make a well-informed business decision. The company also lacked an inventor)
manage their diverse product line and meeting customer deadlines. Initiative Obj ectives/Benefits Business Ob'ectives Ex - ected Ke Benefits
Replace existing MRP _ II 33?; :pesupport from vendor and had no maintenance support f( Keda realized that their process and production required a new I
s tem and re-lace the outdated MRP- II The Chinese government was providing incentives and putting 1:
to comuterize and _ive a ; obal cometitive roduct Identify the issue Dealing with government Challenges facing Keda for SAP off the shelf implementation included: 0 Time: Had to train and test at the same time and go live without safe mode.

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KEDA values innovation and entrepreneurial culture. It strives to do things in a different way other than the... View the full answer

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