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Part - III

But the important question before every organization is: -

1. Should the processes be reengineered first and then improved processes be automated?

2. Reengineer them after implementing ERP?

3. Totally avoid reengineering and go about implementing ERP?

4. Does ERP acts as a tool for achieving BPR?

5. Does ERP support BPR?

In this article, I have tried to analyze these critical questions with the help of two live case studies.

These cases about two organizations, give us ample idea about how various organizations consider the relation between ERP and BPR. In other words, which of the above five relations hold good for them. These are live cases but names of the organizations have been replaced by hypothetical names.

Case I

The case is about a company called JTF Limited, an Agri-machinery major in India, which manufactures agricultural machinery, and has four manufacturing plants and an R&D center.

The company used an ERP from Avalon, which did not allow the company to upgrade technology. And the vendor shut down its office in India, cutting off support.

This made the company decide to implement a new ERP system, which could take care of the future growth strategies of the company and provide the needed functionalities. The company deployed a range of tools from the Oracle 11i suite like Oracle Financials, Oracle Discrete Manufacturing, Oracle Purchasing, Oracle Order Management, Oracle Workflow and Alerts, and Financial Analyzer (OFA).

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* Contributed by -
Vivek Gaurav,
Management Class of 2005,
NITIE, Mumbai.