Business Case Scenario CMGT 445 Assignments 721487 ✓ Solved

Business Case Scenario CMGT/445 Version CMGT/445 Assignments: Business Case

The Brewton Business Scenario will be used throughout the course for both individual and team assignments. Brewton Enterprises, Inc. is a clothing retail company based in Eugene, Oregon, with multiple satellite offices in Los Angeles, New York, Houston, and Atlanta, serving as distribution centers alongside the headquarters. The company employs 240 staff across these locations, each with various roles including warehouse management, administration, HR, sales, customer service, shipping, and facilities management. Headquarter functions also include HR, purchasing, sales, marketing, accounting, IT, and operations.

Mark Brewton, the company’s founder, intends to implement a comprehensive Enterprise Resource Planning (ERP) system to streamline processes, control expenses, and improve inventory management, which currently suffers from data inaccuracies across systems. The existing environment involves standalone applications — purchasing, accounting, payroll, HR — that do not share data, leading to mismatches requiring cross-referencing programs maintained by IT. Applications mostly run on individual desktops, with some on the network, and inventory is centrally maintained and accessible by headquarters and the distribution centers. The order processing is handled via a separate web application, with daily updates sent to operations for order fulfillment.

The selected ERP application includes modules for customer relationship management (CRM), purchasing, human resources, accounting, and supply chain management (SCM), with advanced reporting capabilities. The vendor offers this package digitally or on CD with an expected deployment timeframe of one year. Stakeholders include top executives (CEO Mark Brewton, CFO Barbara Scharer, COO William Hunter), departmental leaders (Sales Director Jennifer Morales, HR Director Roger Tomlinson), IT staff (IT Director Mike Benson, Systems Administrator Gary Holmes, Network Administrator Jim Travis, Web Developer Nancy Davis), and others involved in operations and logistics. Each stakeholder has specific expectations and concerns about the implementation, integrating their functional needs with the new system.

The project will involve installing the software, developing necessary business processes, and managing data migration, testing, and training within a tight one-year window. The IT team faces challenges, including resource constraints, system support planning, infrastructure upgrades, and the need for a disaster recovery and business continuity plan. Concerns also include integrating the new ERP into existing hardware and network configurations, and ensuring minimal disruption to daily operations during rollout.

Paper For Above Instructions

Introduction

The implementation of an Enterprise Resource Planning (ERP) system is a strategic move for Brewer Enterprises, Inc., aiming to streamline operations, enhance data accuracy, and improve overall business efficiency. This paper explores the comprehensive business case scenario, analyzing the current environment, stakeholder expectations, challenges, and strategic considerations for deploying the ERP system over a one-year timeline.

Current Business Environment and Challenges

Brewer Enterprises operates across multiple locations, with standalone legacy systems that hinder data integration and lead to inaccuracies, especially in inventory management and customer data. These disconnected systems result in inefficient operations, increased manual efforts for data reconciliation, and potential errors that could affect decision-making. Furthermore, the existing infrastructure lacks a disaster recovery plan, exposing the company to risks related to data loss and business continuity concerns.

The current environment relies heavily on desktop applications and networked systems for some functions, which are insufficient to meet the integrated needs of a growing enterprise. The separate web-based order processing system, which operates independently of the core ERP, underscores the fragmented operational structure that the new system aims to unify.

Proposed ERP System and Its Modules

The selected ERP solution provides integrated modules: CRM, Purchasing, HR, Accounting, and Supply Chain Management, including inventory and shipping functionalities. Its advanced analytics and reporting tools enable real-time insights and empower managers to make data-driven decisions. The system’s design facilitates a unified data structure, ensuring consistency and accuracy across all business functions.

This integrated architecture will replace multiple disparate applications, providing a centralized platform for data entry, storage, and reporting, thus reducing manual reconciliation efforts and improving data integrity.

Stakeholder Analysis and Expectations

Key stakeholders include CEO Mark Brewton, CFO Barbara Scharer, COO William Hunter, and others such as IT personnel and department heads. Mark views the ERP as a means to support scalable growth and operational efficiency. He expects a smooth implementation within a year that leads to better control over costs and inventory.

Barbara aims to leverage the system for improved financial reporting, profitability analysis, and strategic planning. She anticipates that better inventory data will lead to optimized stock levels and cost savings. William believes current supply chain processes are sufficient and is skeptical about the need for a new system, fearing disruptions and additional workload for his team. Jennifer Morales and Roger Tomlinson focus on sales and HR functionalities, expecting the system to enable better customer relationship management and streamline employment processes.

The IT team faces concerns regarding resource availability, integration challenges, infrastructure upgrades, and ongoing support. Mike Benson, IT director, considers hiring external consultants or expanding staff to manage implementation and training effectively. Network and system administrators are apprehensive about increased workloads and hardware requirements, emphasizing the need for careful planning and testing environments.

Implementation Strategy and Considerations

The project’s success hinges on effective planning, resource allocation, and stakeholder engagement. A phased approach that begins with critical modules, such as inventory and finance, could mitigate risks. Proper data migration strategies, comprehensive testing, and user training are essential components to ensure system adoption and minimize disruption.

Developing a robust disaster recovery and business continuity plan must be prioritized to safeguard against potential physical or cyber threats. Upgrading infrastructure, including servers and network capabilities, is also crucial to support the new ERP environment. Close coordination among IT staff, external consultants, and department leaders will facilitate a seamless transition.

Potential Risks and Mitigation Strategies

• Data Migration Errors: Implementing validated migration processes and performing extensive testing can minimize data integrity issues.
• Resistance to Change: Conducting comprehensive training sessions and involving users early will promote acceptance.
• Infrastructure Shortcomings: Upgrading hardware and network resources beforehand ensures the system’s stability.
• Resource Constraints: Hiring consultants or temporary staff can alleviate workload pressures on internal IT personnel.
• Project Delays: Establishing clear timelines with contingency provisions can help keep the project on track.

Conclusion

Deploying an ERP system at Brewton Enterprises represents a significant opportunity to centralize operations, improve data accuracy, and support business growth. While challenges—including resource constraints, infrastructure needs, and change management—exist, strategic planning and stakeholder collaboration can ensure successful implementation. Prioritizing data security, disaster recovery, and phased deployment will enhance resilience and maximize the system’s benefits, positioning Brewton for future success.

References

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