1. Introduction
Nestlé is the largest food and beverage company in the world. The company’s turnover is around $76 billion and more than 253 million employees at 500 facilities in 80 countries in 2004. Brady Corporation is one of the oldest and most successful global manufacturer, which headquartered in Milwaukee, U.S.A. and serves more than 500 million customers worldwide in electronics, telecommunications, manufacturing, electrical, construction, education, medical and other industries (whbrady.com, 2004).
The objectives of this portfolio are firstly, to show the basic information of Nestlé and Brady Corporation. Furthermore, comparing these two organizations from three aspects, including the good practices or bad practices, the principles …show more content…
First of all, in order to standardize and coordinate Nestlé’s information systems and business processes, they installed SAP’s R/3, an ERP system. The company established a project team of 50 top business executives and 10 information systems professionals. Consequently, they created a series of best practices to become all Nestlé’s worldwide business units were to use the same processes for manufacturing, making sales, billing customers and reporting financial units. Secondly, in 2000, Nestlé SA followed the lead of Nestlé USA and cooperated with SAP to deploy the new version of their software (mySAP.com). The new software allowed employees to start work from a personalized Web page linked to their job function, which ensure each staff does the same job in a similar way. Thirdly, Nestlé developed a detailed design and project road map by 2001. As a result, all of Nestlé USA companies are using the same system and software, and also the company said it has already saved $325 million by one …show more content…
Firstly, both of them cooperated with SAP and then developed a standard information system, so they fulfilled the commitment principle, meanwhile an equitable commitment exists between the provider of resources and the project delivery team. Secondly, both of them applied success principle. It is axiomatic that the goal of project management is to be successful, after implemented good practices whether Nestlé or Brady achieved their own projects. Last but not the list, both of them executed strategy principle, ensuring the projects in a focused set of sequential and progressive phases (Wideman, 2003). Nestlé as an example, the strategies from developed a “best practice” business processes to create a set of standard database, the company fist planning then doing to fulfill its strategy principle. On the other hand, only Nestlé applied the cultural environment principle. To fulfill this principle, the company taken the risk of corporate culture into their consideration to make sure that each local market dealt with their local customers and a different approach will be required when taken with other
Nestlé is the largest food and beverage company in the world. The company’s turnover is around $76 billion and more than 253 million employees at 500 facilities in 80 countries in 2004. Brady Corporation is one of the oldest and most successful global manufacturer, which headquartered in Milwaukee, U.S.A. and serves more than 500 million customers worldwide in electronics, telecommunications, manufacturing, electrical, construction, education, medical and other industries (whbrady.com, 2004).
The objectives of this portfolio are firstly, to show the basic information of Nestlé and Brady Corporation. Furthermore, comparing these two organizations from three aspects, including the good practices or bad practices, the principles …show more content…
First of all, in order to standardize and coordinate Nestlé’s information systems and business processes, they installed SAP’s R/3, an ERP system. The company established a project team of 50 top business executives and 10 information systems professionals. Consequently, they created a series of best practices to become all Nestlé’s worldwide business units were to use the same processes for manufacturing, making sales, billing customers and reporting financial units. Secondly, in 2000, Nestlé SA followed the lead of Nestlé USA and cooperated with SAP to deploy the new version of their software (mySAP.com). The new software allowed employees to start work from a personalized Web page linked to their job function, which ensure each staff does the same job in a similar way. Thirdly, Nestlé developed a detailed design and project road map by 2001. As a result, all of Nestlé USA companies are using the same system and software, and also the company said it has already saved $325 million by one …show more content…
Firstly, both of them cooperated with SAP and then developed a standard information system, so they fulfilled the commitment principle, meanwhile an equitable commitment exists between the provider of resources and the project delivery team. Secondly, both of them applied success principle. It is axiomatic that the goal of project management is to be successful, after implemented good practices whether Nestlé or Brady achieved their own projects. Last but not the list, both of them executed strategy principle, ensuring the projects in a focused set of sequential and progressive phases (Wideman, 2003). Nestlé as an example, the strategies from developed a “best practice” business processes to create a set of standard database, the company fist planning then doing to fulfill its strategy principle. On the other hand, only Nestlé applied the cultural environment principle. To fulfill this principle, the company taken the risk of corporate culture into their consideration to make sure that each local market dealt with their local customers and a different approach will be required when taken with other