Selecting an IT system for a company can be a very complex decision to make. According to Zachman (1987) it is becoming more and more of a necessity to be able to keep organizations from disintegrating their supply chains, to be able to 'architect enterprises'. By asking 'Why?', 'What', 'How?', 'Where?' and 'When?' one can get a clear view of a company and how it operates.
Furthermore a company needs to be able to:
- Effectively communicate business requirements with ICT people;
- Have total top executive support;
- Involve users from the start;
- Have a clear decision model, business rules and objectives (Zachman, 1987, pp. 276--292).
This report will look at the implementation of an Enterprise Resource Planning (ERP) system at Cisco. One of the main drivers for implementing an integrated system was to enable integration of all functions within the company, thereby increasing efficiency. Additionally, market and competitive trends were to enable customer collaboration through applications such as Webex, Telepresence and SocialMiner.
This report starts off with outlining CISCO as a company, then it explains the problems they had with their previous system and what drove them to implement an ERP system. Subsequently, this report describes the newly implemented system (what is ERP?) and detects some of the TRIZ trends addressed through the implementation. What could the new system deliver, which the old clearly failed to do? After this the UTAUT model is described, which focuses on the question if the individuals who are going to use the system actually want to use it. What the ERP system did for Cisco specifically is described in the competitive advantage section of this report. Finally a conclusion will f...
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