Reengineering business process

Case Study
Pages 14 (3514 words)
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Dow Corning Corporation, founded in 1943 as a jointly owned company by The Dow Chemical Company and Corning Incorporated, has now become one of the global producers of silicon and silicon-based products. The market of the company covers five continents and in the journey of its efforts to become the largest producer in the world, its sales reached 2.2 billion and 2.5 billion dollars in 1994 and 1995 respectively.


This ever increasing competition necessitated the company to contemplate about the provision of information on various matters including marketing at appropriate time points. However, contrary to the expectations of its well wishers, the superannuated legacy systems used by the company had serious flaws in their architecture which impaired the achievement of organizational effectiveness and strategic objectives. The critical problem associated with structure of legacy systems was its inability to integrate and become compatible with other systems. To overcome these shortcomings and survive in the industry, the company decided to re-engineer the global supply chain namely PRIDE project (Process re-engineering through Information Delivery Excellence). As a part of the re-engineering programme, implementation SAP/R3 is a critical endeavour to become a truly global company (Scott and Vessey, 2002). The company believes that implementing SAP, which is an enterprise-wide solution, will integrate all the core functions of the organization comprising of Sales, Finance, Accounting, Logistics, Manufacturing, and HR. ...
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