1. Mike & Jerry’s Ice Cream Corp ERP Implementation
by the Ben Team
(Team Members: Randy Knebel, Lenart Collier, William Alex)
CIS 521
Professor Anvari
June 9, 2007

2. Company Introduction
Mike & Jerry’s Ice Cream Corp started as a small company with a few stores.
The company grew as their product line and the popularly of the product grew.
The company could no longer keep up with the demand using a single store model.
The company incorporated and set up two Operation centers.
The West Coast center is located in San Francisco, CA and serves as the headquarters.
The East Coast center is located in Charlotte, NC.

3. Mission Statement
We are in the business of manufacturing and selling to retail stores high-quality gourmet ice cream, to include international retail. We value the quality of our products and the relationships with our customers. We consider our employees to be the most critical resource.

4. Current Problems
The Two Operation Centers work autonomously with minimal interaction with each other due to the geographical separation.
The company culture contributes to several inefficiencies to include:
The information gathered at each Operation Center is not effectively shared with the other Operation Center
Duplication of Effort
Investment in Duplicate Information Systems/Technology
Maintenance of Dual Information Systems/Technology

5. Current Problems
Each Operation Center has implemented their own business processes resulting in inconsistencies.
The company is faced with the challenge of not being to able to integrate the business activities of the two Operation Centers.
The solution should enable the company to optimize its resources.

6. Business Case Measurable Organizational Value (MOV):
Define Feasibility and Assess Risk:
Feasibility:
Based on Resources
Based on available Budget
Risk:
The system does not work
The system is not accepted by the stakeholders of the organization

7. Business Case MOV: Desired area of impact -
Strategic; penetration of new markets, increased market share
Customer; customers have more choices of better products transaction processes are more efficient or effective
Financial; increased profit, increased margins
Operational; lower costs, increased operational effectiveness, improvements to supply chain

8. Business Case Measurable Organizational Value (MOV):
Desired value of the project –
Better; to improve the quality of communication and the effectiveness of communicating the weekly, monthly, quarterly and yearly results up the management chain through the implementation of an ERP system.
Do more; to expand market share nationally and create new markets globally.
Faster; improve efficiency and reduce cycle times through streamlining the supply chain processes.
Cheaper; reduce costs across the board to improve the profit margin.

9. MOV Specific Metric Reduce Supply waiting times by 10%.
Reduce Supply management costs by 25%.
Reduce Management meetings by 15%.
Obtain a new customer base globally of 1 million.
Increase the profit margin by 9%.
Increase Stockholder's equity by 7.5%.

10. Summarized MOV Timetable
Schedule for Increasing Customer Base.
Schedule to Recouping cost of the ERP System.
MOV
Measurement
Year 1
Year 2
Year 3
Year 4
Year 5
Total
Customer Base*
+10%
50%
Return on Investment
+5%
+15%
+20%
+25%
90%
* Includes both nationally and globally located customers.

11. ERP Implementation: Project Preparation Business Blueprint Realization
Implementation Plan
Project Preparation
Business Blueprint
Realization
Final Preparation
Go Live & Support
Continuous Improvement

12. ERP Implementation: Project Preparation Sizing and Blueprinting
Purpose of Implementation Plan
Project Preparation
Sizing and Blueprinting
Functional Development
Final Preparation
Go Live & Support

13. ERP Implementation: Crafting a Solution Vision Develop a Project Plan
Project Preparation
Crafting a Solution Vision
Develop a Project Plan

14. ERP Implementation: Sizing and Blueprinting
Justify Cost of Investment (MOV)
Address Current Legacy Systems:
Up Grade, Consolidate, Decommission
Identify New Technology Solutions:
ERP System
Data Warehouse
Decision Support System (DSS)
Executive Information System (EIS)
Evaluate New IT Solutions at an Enterprise
level perspective using SAP Stack Vendors

15. Current System (As-Is)
Utilizing Obsolete Systems.
Functional Areas are located in Different Geographical Regions.
Functional Areas are utilizing different Applications specific to their specific organization.

16. Current System (As-Is)
Non-Uniform Systems in the Enterprise
Functional Area
West Coast
East Coast
Manufacturing
In-house package
Same In-house Package (Different version)
Sales
CORESense Multi-Channel Retail Software
Marketing
InterlinkONE
Shipping
Receiving
Purchasing
Aestiva Procurement

17. Current System (As-Is)

18. Transition

19. To-Be

20. Identify New Technology Solutions:
Selection Criteria for ERP System/Company

21. ERP Implementation: Functional Development Use a Top Down Approach.
View all Aspects of the Organization.
Conducted Joint Application Design (JAD) Sessions to seek Feedback from all Stakeholders.
Restructured Organization Chart of the Company
Developed Comprehensive Testing Procedures for the ERP System that is being Implemented.

22. Original Organization Chart
Second Facility
Main Facility
Original Organization Chart
Charlotte,
North Carolina
San Francisco, California
Headquarters
CEO
East Coast VP
West Coast VP
Accounting
R & D
manufacturing
manufacturing
Financing
sales
sales
Human
Resources
marketing
marketing
shipping
shipping IT
receiving
receiving
purchasing
purchasing IT

23. Restructured Organization Chart
Second Facility
Main Facility
Restructured Organization
Chart
Charlotte,
North Carolina
San Francisco, California
Headquarters
CEO
East Coast VP
West Coast VP
R & D
CIO
Accounting
manufacturing
manufacturing IS
Manager
sales
sales
Financing
marketing
marketing
shipping
shipping
Human
Resources
receiving
receiving
purchasing
purchasing IT IT

24. ERP Implementation: Final Preparation Develop Deployment Plan:
Upgrade Legacy Systems.
Consolidate Duplicate Legacy Systems.
Decommission Obsolete Legacy Systems.
Implement New Systems.
Integration of New Systems into ERP System.
Integration of Legacy Systems into ERP System.

25. ERP Implementation: Go Live & Support
Implement ERP System using the Deployment Plan
as the Roadmap.
Ongoing Maintenance to ensure system is optimized.
Assess Performance of the ERP system on an ongoing basis to determine if the system is fulfilling the expectations of the MOV.

26. Justification and Benefits to the Organization
ERP
Combine all company data into a central location.
Backup systems to protect data and processing.
Provide collaboration, training, scalability, and integrity.

27. Justification and Benefits to the Organization
Data Warehouse
Provide a history of the company’s data and information.
Internal and external data will be collected
product sales and the stock market, weather and other conditions
Data marts will provide the needed information to groups.
User tools will be provided with training classes.

28. Justification and Benefits to the Organization
Data Mining tools
Customer retention:
To identify customer characteristics
Direct marketing:
To identify the best way to use a mailing list
Trend Analysis:
Investigating the difference between average purchases over month, years

29. Justification and Benefits to the Organization
Executive Information System (EIS)
Used by management to get a quick and top level overview of the company.
Supports graphic tools that can be used to generate presentations and reports.
Allows the managers to communicate with others.

30. Conclusion
Questions