Bombardier: Successfully Navigating the Turbulent Skies of a Large-Scale ERP

1151 Words Oct 19th, 2013 5 Pages
What are the current challenges facing Bombardier?

Bombardier has grown substantially via acquisitions since 1989. These acquisitions allowed Bombardier to expand operations, however, in doing so they inherited multiple different information systems, processes and business practices. Bombardier, had become a textbook silo company.
Bombardier quickly realized that their aggressive acquisition strategy had become a much more expensive endeavor. By creating a silo environment, they created inefficiencies throughout the entire supply chain. Systems did not communicate, creating process delays, low inventory turnovers, price inconsistencies, and multiple bills of materials. They also had to hire personal to maintain multiple legacy systems.
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What were the strong points in the implementation process for the Mirabel roll-out?

Bombardier created a BMIS team which was comprised of both business and IT employees. The employees were relocated so they could all work under the same roof. All of their prior work assignments were reassigned so that they could dedicate 100% of their time to the ERP implementation.

Bombardier also recognized the need to review their processes across all functions and create functional councils at each of the company’s main facilities. The functional councils where; Methods, Quality, Production, Work and Material Planning, and procurement. By creating these functional councils, all of the main facilities had a say in the project and which was deemed as a very important step in creating inclusivity so that the project could not be labelled as a Montreal only project.

The councils were task with undertaking a visioning process in which the different functions could propose their prospective form in an ERP environment and outline the benefits expected from the BMIS implementation. This would outline the KPI’s required to successfully run the business and also set the skill requirements for each function to meet their proposed benefits.

The Vice-President of Operations and Project Sponsor also took an active role in promoting the project. He would communicate the overall vision of the BMIS via road-show presentations at each facility. Messages

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