Process of Selecting IT Systems and Softward for Harley Davidson and Bombardier

The cases of Harley Davidson and Bombardier show how both the process of selecting IT systems and software and how the implementation of them can be done. They represent good examples of how careful and methodical approach to decision making can generate efficiency and savings. They also outline several factors that should be considered in the decision making and development processes.
Bombardier
1. The organization has evolved through multiple Merger & Acquisitions (M&A) and operates in a silo architecture phase. Bombardier’s facilities employ disjointed processes and consequently switching from one to the other is not an easy task. It was particularly a major issue when Bombardier would acquire a company and retain its existing IT systems, which would not be integrated with the broader IT infrastructure in place within Bombardier. Bombardier has been using the MACPAC system, which was known as the Bombardier Manufacturing System (BMS). BMS had not been very productive during the acquisition and integration phases of organizational takeovers. It was also fraught with inconsistencies in data. It potentially increased the maintenance costs and lowered the effectiveness of IT strategy alignment with the broader business goals. In fact, company’s growth was restricted with BMS in place. To meet the challenges competitors like Boeing, Embraer and Airbus were throwing at it, it was imperative to launch a new system that would unify and integrate and standardize the various processes and cut down on data redundancy and errors.
The decision to go in for an enterprise wide ERP system was to ensure that the 63 systems in place at Bombardier are able to integrate and communicate effectively. Creation of the Bombardier Manufacturing Info...

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...realized that they needed to leverage IT to remain competitive, gain efficiency and continue to grow. Harley highlighted a deliberate and methodical approach to selecting a partner and system as well as the factors that should be considered in such a decision. Bombardier demonstrates some of the pitfalls that can beset firms when implementing the change that results from the decision like the one Harley made. Change management is paramount to the success of the venture. Bombardier could have had a more efficient roll out if the management had been more effective. Likewise, Harley could have reached the same conclusion with fewer resources devoted to the process. Ultimately, a good decision, a great product and a well-managed implementation is useless unless the IT behind it is aligned with the needs of the business and the vested interest of all stakeholders.