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Change progress is monitored by reflecting on disintegration and reintegration processes, phase by phase, to distinguish tier integration (See Figure 10). Traditional processes are displaced by specialized and knowledge-based activities such as consultancy, relationship building and Supply Chain Management. As a result of transitioning to SCM, UPS Worldwide Logistics can now dissociate its services from physical coordination and distribution of parcels to adding value to SCM for its clients (Van Hoek and Chong 2001).

Lessons learned:

SCM integration involves change management and dissociation from old business framework and activities, phase by phase

SCM integration requires management commitment and willingness to restructure business from start to the desired level of change

Change management refers to internal organizational change leading to client relationship improvement. Figure 10

Source: Van Hoek and Chong 2001

4.2.2 Comp Group

Comp Group is a network of complementary companies in the manufacturing industry in the Middle East. In 1993, Comp Group faced global challenges in terms of intense competition, business environment threats and opportunities, diversification of Comp Group business activities to become customer-driven, and the need to improve quality to achieve cost-effective production. These issues surrounded the organization and forced it to re-evaluate its business activities to tailor it to business strategy. The goal is to empower its organization and make participants more accountable by decentralizing its power to activity level. At the time, Comp Group relied on its outdated IT infrastructure to coordinate production, management, and communication within the organization (Al-Mashari and Al-Mudimigh 2003).

Clearly, Comp Group needed an organizational makeover with emphasis on coordinated IT infrastructure and process management. To begin its transition, it migrated some of its applications systems to the Oracle database environment. This database was supposed to handle business functions, but the integration offered little flexibility in terms of consolidating with the internal IT infrastructure. As a result, the organization decided to change its IT infrastructure to migrate to a more flexible applications system (Al-Mashari and Al-Mudimigh 2003).

In evaluating its infrastructure through a consulting group, ConsCo, it had been able to develop two alternatives: to upgrade the current systems, or to select a world-class package. Consequences of implementation had been weighed and, in the end, Comp Group decided to adopt an enterprise-wide Information System which could fit into its current organizational structure and help it reengineer business processes. Thus, implementation of change management at Comp Group involved parallel change management of technology integration, as well as business integration. These have been critical for improving processes and information flow from various departments.

On the IT spectrum, Comp Group evaluated its current systems, applications and database structure before comparing it wi本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。