Tektronic Inc Global Erp Implementation

EXECUTIVE SUMMARY

TO:                Mr. Carl Neun

FROM:                Ms. Nicole Turney

SUBJECT:        Standardization Strategies amongst International Divisions

DATE:                2/15/2015

INTRODUCTION

Tektronix Incorporated is an enterprise that manufactures electronic based equipment.  Yet, Tektronix has faced an uphill battle regarding their IT infrastructure and legacy systems.  They are present internationally in 60 countries, but there is a severe lack of standardization between these locations.  This Executive Summary focuses on the managerial strategies utilized to create the schedule of events which lead to a successful implementation of a new ERP system.

OUR UNDERSTANDING OF THE PROBLEM

The current Tektronix infrastructure has allowed the company to be the worldwide leader of oscilloscopes, television test, measuring and monitoring equipment. However, this business model which is held together by a patchwork of legacy systems allows the company no flexibility. These structures were not common anywhere in their international circle; leading to orders having to be entered multiple times and this makes the process very slow. Financial systems have been integrated so books were complicated and profitability is not easily measured. Our challenge is there needs to be standardization across all of the 26 divisions under the Tektronix name which from experience Carl Neun has shown that costs will go down automatically and finally allow for there to be greater transparency so that the systems could be united as one database.  

ANALYSIS OF OPTIONS

The analysis of the process was placed completely into Carl Neun and Bob Vance’s hands. This strategy, mainly based off their experience, was to go with an ERP from Oracle. The phrase used from Neun’s vision of this system was “Frankfurt is Orlando.” This system would consolidate functions and reduce costs and would also allow for greater schedule flexibility. Instead of staying with the current system where all of the divisions are independent and communication flow is not consistent or accurate.