Vodafone ERP Implementing an Enterprise Resource Planning

VodafoneERP: Implementing an Enterprise Resource Planning

Implementingan Enterprise Resource Planning

Alternative1: Training Every Employee to Use the Practice of Sharing ProceduresGlobally

Implementingan Enterprise Resource Planning is an effective strategy to reduceoperation cost. Successful training and implementation of ERPrequires that every employee has to know the measurable and specificobjectives they will be able to achieve with the software. ERPsoftware blends the practical systems in an enterprise for themanagement of primary commercial functions. Each group of employeeswill need knowledge for specific areas of use. It is vital that theextensive details of the ERP program features be taught only to thosegroups that will use it. For example, employees at the financialdepartment need to learn to use the software to keep accountingrecords. A training select group composting the ERP project team canundertake the task of coaching others to encourage collaboration andeffectiveness in information exchange.

Teammembers exist globally, so online training is a good alternative toreduce costs and save time. Once the ERP installation is completeand the employees start using it a few stumps are likely. It isimportant to have feedback sessions to discover challenges followedby prioritizing the problem areas so that urgent issues can behandled first (Esteve&amp Pastor, 2011).

Alternative2:Providing each location with the same Point of Sale system

Withthe global structure of Vodafone company, it is important to operateits network by a POS system. This is beneficial, for instance, incontrolling inventory right at the cashier register as well asrecording all sales at the moment they happen. POS informationsoftware provides such as transaction reports and inventory added tothose from ERP are crucial for better decision making. Providing aPOS system at each location ensures that every site integrates POSwith other systems such as ERP software. A reduction in operatingcosts and elimination of losses from human mistakes like errors dueto inaccuracy are other advantages. It will also be possible to carryout retail transactions from anywhere without efforts (Al-Mashari,2012).

Courseof Action

Wheneverthere is an introduction of new technology in an organization,challenges usually arise which managers need to solve. In thisregard, the management team should, therefore, take theresponsibility of bringing technical ERP and POS innovations intodaily use. A systematic and incorporation of new systems into anenterprise begins with team leaders (Umbleet al., 2013).Therefore, managers should get equipped with skills and experience totake the lead in developing the new technologies. Another step is todevelop an iterative guide to aid decision-making and collect thenecessary information for and from all employee groups affected bythe innovation.

Also,managers are to pay particular attention to those program parts thatrequires further clarification rather than assuming a one-timetraining is enough for employees. It is worth including all theemployees in decision making to get their effectiveness andexcitement about the new practice. Similarly, employees are to freelydiscuss with managers what they found rewarding or frustrating aboutthe new protocols.

Conclusion

Theapplication of ERP and POS software is a useful step to Vodafonegiven its global nature. Proper implementation of the twotechnologies will see the company continue increasing its profitmargin. However, new technologies call for new skills. A trainingprogram to equip the workforce with expertise for the innovation thataims at global information sharing is an essential role. Thetraining, however, they must observe care to avoid depleting themoral and productivity of employees. Lastly, the company managementhas the sole function of foreseeing the success of the enterprise inusing the new technologies. Managers should lead others in turningthe industrial technologies into regular use through a commitment toembracing change.

References

Al-Mashari,M. (2012). Enterprise resource planning (ERP) systems: A researchagenda. IndustrialManagement &amp Data Systems,102(3),165-170.

Esteves,J., &amp Pastor, J. (2011). Enterprise resource planning systemsresearch: An annotated bibliography. Communicationsof the Association for Information Systems,7(1),8.

Umble,E. J., Haft, R. R., &amp Umble, M. M. (2013). Enterprise resourceplanning: Implementation procedures and critical success factors.Europeanjournal of operational research,146(2),241-257.