Business Case Scenario CMGT/445 Assignments ✓ Solved

Business Case Scenario CMGT/445 Version CMGT/445 Assignments

The Brewton Business Scenario will be utilized throughout the course for both individual and learning team assignments. Brewton Enterprises, Inc. is a clothing retail company located in the city of Eugene, Oregon. The company offers an array of products with a mix of clothing styles, appealing primarily to teens and young adults. Brewton has four satellite offices in Los Angeles, New York, Houston, and Atlanta. These offices, including headquarters in Eugene, serve as distribution centers for products sold by Brewton.

The company employs 240 employees across various locations, each staffed with a warehouse manager, an administrative assistant, a human resources representative, sales and customer service coordinators, shipping and receiving personnel, and facilities maintenance personnel. All locations stock a full complement of Brewton products for delivery to purchasing customers. Mark Brewton, the company’s founder, seeks to implement a comprehensive Enterprise Resource Planning (ERP) application to support the business and streamline processes, control expenditures, and manage inventory levels more effectively.

The current system relies on standalone software packages for various functions, leading to data inconsistency and operational inefficiencies. The IT organization runs special programs to address data mismatches, but the new ERP system will mitigate these issues. This new integrated system will encompass Customer Relationship Management (CRM), Purchasing, Human Resources, Accounting, and Supply Chain Management (SCM) modules, enhancing data integrity and collaboration.

The implementation process will require support from key stakeholders including Mark Brewton (CEO), Barbara Scharer (CFO), William Hunter (COO), Jennifer Morales (Sales and Advertising Director), Roger Tomlinson (Human Resources Director), and Mike Benson (IT Director), each with a unique perspective on the benefits and challenges of transitioning to the new system.

Paper For Above Instructions

### Introduction

In today’s fast-paced business environment, an efficient and effective Enterprise Resource Planning (ERP) system is crucial for companies aiming to unify their processes across different departments and locations. Brewton Enterprises, Inc., a clothing retail company based in Eugene, Oregon, is poised to implement an ERP system to streamline its operations, enhance inventory management, and improve overall decision-making. This paper outlines the key factors involved in the implementation of the ERP application, the roles of various stakeholders, and the expected outcomes from this transition.

### Business Overview

Brewton Enterprises operates retail outlets across major cities, illustrating a presence that caters primarily to a younger demographic. The company currently employs a mix of standalone software solutions for functions such as accounting, purchasing, and human resources. While these systems serve their respective purposes, they result in fragmented data management and operational inefficiencies. The decision to transition to a comprehensive ERP system represents a strategic move towards integrating different business functions under a unified platform (Motiwalla, 2008).

### Objectives of the ERP Implementation

The primary objectives of implementing the new ERP system include:

  • Streamlining Processes: Centralizing data management will help reduce redundancies and eliminate the need for cross-checking multiple standalone applications.
  • Improving Inventory Management: Real-time data access will allow for better tracking of inventory levels across various locations, thus minimizing discrepancies.
  • Enhancing Reporting Capabilities: With integrated data, the finance team can generate comprehensive reports that provide insights into operational performance and profitability (Andreas Jenzer, 2008).
  • Facilitating Better Decision-Making: Executives will have access to accurate data to make informed strategic decisions that can drive company growth.

### Stakeholder Analysis

The process of implementing the ERP system requires collaboration and the support of various stakeholders within Brewton Enterprises:

  • Mark Brewton (CEO): A pivotal advocate for change, Mark’s vision is essential for guiding the company through the transition. His belief in the necessity of an ERP system is crucial for securing buy-in from other stakeholders.
  • Barbara Scharer (CFO): Barbara supports the implementation due to the anticipated improvements in financial reporting and analysis. Her expertise will be instrumental in ensuring the system meets the company's financial management needs (Motiwalla, 2008).
  • William Hunter (COO): Initially resistant to change, Bill’s support will be invaluable in promoting the benefits of ERP to operational staff and addressing concerns regarding the disruption to existing workflows.
  • Jennifer Morales (Sales and Advertising Director): Jennifer’s role underscores the importance of the ERP in enhancing customer relationship management, ensuring that product offerings are aligned with market demand.
  • Roger Tomlinson (HR Director): Roger sees potential for enhancing human resources functionalities and streamlining hiring processes through the new system.
  • Mike Benson (IT Director): Mike will lead the technical implementation, and his insights on feasibility will help navigate challenges associated with integrating new technology into existing infrastructure.

### Implementation Plan

Implementing an ERP system will follow a structured approach encompassing several critical phases:

  1. System Deployment: Preparing the infrastructure will involve software installation and configuring the necessary data requirements.
  2. Data Migration: Transferring data from existing systems to the new platform will be executed meticulously to ensure accuracy.
  3. User Training: Comprehensive training sessions will be organized to familiarize employees with the new system, emphasizing the importance of a smooth transition (Sandeep Singhal, 2011).
  4. Testing: The system will undergo rigorous testing to identify and rectify any potential issues, ensuring operational robustness upon launch.

### Expected Outcomes

Upon successful implementation of the ERP system, Brewton Enterprises can expect significant improvements, including:

  • Reduction in operational costs due to streamlined processes and reduced data management time.
  • Enhanced data integrity and availability, facilitating improved decision-making across all levels of the organization.
  • Increased employee productivity as they spend less time managing disparate systems and more time focusing on strategic activities.

### Conclusion

The transition to an integrated ERP system at Brewton Enterprises is a strategic decision poised to enhance business efficiency, improve data accuracy, and support sustainable growth. By gaining the support of key stakeholders and navigating the challenges of implementation effectively, the organization can position itself for success in a competitive market. Ultimately, the successful deployment of the ERP application will not only address current operational challenges but also lay the groundwork for future scalability.

References

  • Andreas Jenzer, G. W. (2008). Infrastructure Technology Basics for SAP Deployment. Pearson.
  • Motiwalla. (2008). Enterprise Systems for Management. Pearson Education India.
  • Sandeep Singhal, D. P. (2011). Hardware and Software Requirements for Implementation of ERP in Technical Education Institutes in India. International Journal of Scientific & Engineering Research, 1-5.
  • Schubert, P., & Lechner, U. (2018). Business Process Management: Concepts, Languages, Architectures. Springer.
  • Kumar, V., & Singh, R. (2015). ERP in Higher Education: A Case Study. International Journal of Advanced Research in Computer Science and Software Engineering, 5(7), 172-177.
  • Hogarth, R. M. (2012). Business Intelligence in the Digital Economy: Opportunities and Challenges. Business Strategy Series, 13(5), 249-257.
  • Chung, S. H., & Snyder, C. (2010). Information Technology and Business Transformation: The Role of IT in Building Resources for Competitive Advantage. Journal of Business Research, 63(7), 725-732.
  • Leung, K., & Zhang, K. (2013). Enterprise Resource Planning (ERP) Systems: A Technology Acceptance Model Perspective. Industrial Management & Data Systems, 113(5), 962-982.
  • Wang, Y. L., & Wang, M. Y. (2014). Challenges of ERP Implementation: A Case Study in the Manufacturing Sector. Management Research Review, 37(1), 54-70.
  • Garg, A., & Sharma, T. (2014). ERP Implementation and its Impact on Organizational Performance: A Case Study. International Journal of Advanced Research in Computer Science and Software Engineering, 4(7), 14-19.

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