Erp For Riordan Manufacturing: Project Planning And Implementation

2369 words - 9 pages

ERP for Riordan ManufacturingRaymond McDonald, Andy Cagan, Fernando Amorim, Chris Cortez, Dean ParmenterDr. Ronald BlackCMGT/410 Project Planning and ImplementationERP for Riordan ManufacturingBackground and Statement of NeedRiordan Manufacturing, Inc. is an industry leader in the field of plastic injection molding. With facilities in San Jose, California, Albany, Georgia, Pontiac, Michigan and Hangzhou, China, Riordan has the capacity to fulfill plastic industry needs around the world. Riordan Manufacturing is wholly owned by Riordan Industries, a Fortune 1000 enterprise.Riordan requires replacement of unlike finance and accounting systems and the deployment of a common integrated finance and accounting infrastructure spanning all of the Riordan Manufacturing divisions. The planned solution for this project is a newly deployed finance and accounting system for Riordan in the San Jose, California home office that will address the immediate need for reduction in overhead and complexity throughout the organization regarding the entire scope of financial and accounting needs. During the due diligence process in which Riordan acquired the operating entities in Michigan and Georgia the matter of F & A System's compatibility was not addressed and has now become a bottleneck for integration between sites.The project goal of an ERP implementation for Riordan is to reduce overhead and complexity in finance and accounting by successful deployment of a new globally integrated finance and accounting system that will lead to the following advantages for Riordan- Reduction of both fixed and variable costs by 10% through reduction of wasted person-hours for ordinary finance and accounting procedures, such as accounts payable, accounts receivable, and closing of the general ledger.- Reporting features that simplify audits used for compliancy purposes.- The ERP solution will allow for improved tracking of raw materials and bills of materials. This process will provide a path for Riordan to become more competitive in the purchasing space through increased visibility into purchasing practices throughout the Riordan organization. This will meet the Riordan Management Team's requested 15% cycle time-savings.- A common data store for the aforementioned areas will allow for Riordan to streamline project concept reviews and position the entire organization to more effectively create and meet long-term planning objectives.-Riordan requires time and energy to be spent on productivity, therefore the many aspects of site integration become paramount to success. Globalization can be a daunting task, so by integrating the moving parts of systems and processes fundamental to the growth of all of Riordan's remote locations, competitive advantage is realized.- Consistent approach to vendor selection and management, including RFP's, contract terms and conditions, and oversight.- Greater risk management insight to firm-wide implications...

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