1. Group H: Krista, Christine, Sara, Dorothee

2. Agenda 3 Goals of Our Presentation To better understand how ERP has impacted Celestica’s operations To draw similarities and differences between the ERP systems at Celestica and Nestle To view the website

3. Who is Celestica? An electronics manufacturer based in Toronto Offices across Asia, Europe and North America A recognized leader in quality, technology and supply chain management, Celestica provides a competitive advantage to its customers by improving time-to-market, scalability and manufacturing efficiency.

4. Systems at Celestica ERP systems worldwide are not identical ~ best-of-breed approach Asia: SAP/R3 Other Offices: System Software Associates Inc.

6. Purpose Improving Overall Organizational Performance Previously it had a segmented database ~ need for integration Improving Service Delivery ‘maternal velocity’ ~ moving material and products through the system Objectives Foster Integration between: Systems in Asia, Europe and North America Companies that Celestica had merged with The various ERP system within each region

7. Environmental Forces Managerial: Each system had to be ‘mission matched’ to Celestica’s mission and activities Technological: Short product life cycle of 6-9 months Organizational: Many recent acquisitions = many new factories & growing range of products Market Competition Volatile market ~ quick response needed to remain competitive

8. Comparison Reasons for Change Nestle: Management Team was the driving force ~ vision of a single system for all locations = economies of scale Celestica: Technology was the driving force ~ need for efficiency in its processes so it could focus on its core activity of manufacturing high tech parts. = integration

9. Outsourcing Celestica North America implemented an IBM WebSphere Portal Experience Celestica N.A chose the outsourcing option because: - Celestica is an IBM spin-off - Rapid application development - Cost efficiency, ease of integration Celestica Asia implemented the SAP R/3 because: - Strength SAP Hong Kong’s implementation team - Support of local partner, Oasis - Also use the consulting support

10. Reason for Success Celestica North America succeeded in integrating their operations with its own since: - It met with new staff to discuss the task and explain what was negotiable - The new IT teams trained new employees in the new facilities Celestica Asia succeeded in the implementation of the SAP solution because: - The project team included managers from different department - Good coordination between the project team and consultants - The project team was supported by the top management Managerial reasons:

11. Reason for Success Celestica North America succeeded because: - The absorption was fast - It standardized the business process and requirements before implementing the software Celestica Asia succeeded because: - Analyzed the business needs, process before implementing the software - Fast implementation, 9 months - Project realized on time and within budget Organizational reasons:

12. Nestlé USACelestica Asia SAP’s ERP SystemSAP R/3 Use outsourcing SAP teamUse SAP in-house team, outsourcing with Oasis consultants and SAP consultants Implementation in USAImplementation in Hong Kong, China, Thailand and San Jose Don’t involve their employees in the business process, team formed by top business executives and senior IT people Involve employees, team formed by managers from different departments No relationship, communication between team and employees Close relationship, coordination and communication between team, employees and consultants Long implementation, 5 years Don’t respect deadline and off budget Fast implementation, 9 months On time, within the budget Implemented software before analyze change management and business process Analyzed business needs and process before software implementation Comparing Nestlé USA and Celestica Asia SAP implementation

13. Managerial Challenges Time constraints One face to the customer Clear lines of communication

14. Technological Challenges Big- bang approach Integrating acquisitions Technological capabilities of their suppliers

15. Organizational Challenges Transition process for employees Leverage the skills

16. Comparison Between Nestle and Celestica Both companies are known for acquiring new firms Volatile and fast paste environment Worldwide over a span of 5 years vs. particular regions with much shorter timelines Similar benefits and downfalls for both companies Efficiencies and improving competitive advantages

17. Celestica’s Results Efficient information infrastructure ERP system will make procurement more efficient and drive down material costs. Employee empowerment Ability to foster growth in the market

18. Thank You