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Managing Strategic Growth at Sjoland Thyselius AB Case Case Solution & Answer

Managing Strategic Growth at Sjoland Thyselius AB Case Studies

Option 1- “Implement the similar ERP system across the units”

It emphasizes on the fact that the same ERP systems should install across he all units in order to ensure that the similar sets of protocols and compliance policies has been regulated by all the units at the same manner. This approach would give the company clear perceivability and command over the obtainment cycle. As far as the advantages are concerned, the above options may lead the company to the steep of challenges such as process complexity, budget outflow or cost issues.

Therefore, it is important to implement a lot more straightforward and simpler ERP framework at the auxiliaries while an alternate framework is carried out in the headquarters.

Option 2- “Implementation of Two Tier ERP approach with simple data integration”

Another suggested option is the “implementation of Two Tier ERP approach with Simple Data Integration among Headquarters and Subsidiaries”. The organization is recommended to carry out a corporate ERP framework especially at the headquarter of the association and also in the bigger divisions. Then again, an alternate ERP framework should be carried out at more modest auxiliaries and a layer of basic conditional information reconciliation ought to be made between the two ERP frameworks. The entire association should rollup monetary information from the auxiliary framework to the corporate ERP framework. It will permit the central command to acquire information.

In this case, the headquarters are allowed to choose to make a close coordination with the auxiliary or chooses to coordinate at a safe distance and chooses to see exercises all the more intently, such choice isn’t feasible and an ERP framework isn’t successful and adequate.

Option 3- “Implementation of Two Tier ERP approach with process integration”

Another suggested option is the “implementation of Two Tier ERP approach with process Integration among Headquarters and Subsidiaries”. This approach focuses on the process integration between the two parties. This approach is great for organizing two parties. By incorporating the two frameworks, the seller terms haggled by headquarter are accessible to the auxiliary. The auxiliary has the option to make a buy request in its own framework and utilize its own cycles for endorsing demands and getting products, yet can use the legally binding terms haggled by headquarters. Therefore, the auxiliary ordinarily profits by lowering their costs.

This gives the company the negotiable ability and help it to take better decisions in the future. The process integrations promotes the collaboration between the two parties and supports coordination.

Recommendations

By analyzing all these mentioned above options, it is recommended for the company to implement the third suggested option i.e. “the implementation of two tier ERP process integration”. This will help the “S&T” to increase coordination and collaboration of all the 12 companies and set the same protocols and rules. This will further help the organization to grow and expand globally.

Conclusion

The case highlights the importance of coordination and collaboration among the S&T subsidiaries and their importance for the company’s success. There are multiple alternative options for the problem arises in the case. All of these options has its own shortcomings and advantages. After analyzing the company’s strategic mapping and their solutions it is recommended for the organization to implement process integration among all their subsidiaries in order to promote coordination and collaboration….

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