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th the viability of adopting application software. This had been evaluated based on strategic objectives and benefits it would provide, as well as the role the software would play in providing technological strategy, data capture and storage, integration of group systems and enterprise systems. Various software packages were compared including Oracle Financials, SAP R/3, Triton, and EMIS, of which SAP R/3 was considered to be strategically compatible, with potentially least risks in implementation (Al-Mashari and Al-Mudimigh 2003).

SAP R/3 features supported the diversified nature of its business structure, as well as its medium and long-term requirements. SAP R/3 was also widely used by Comp Group's business partners. More importantly, SAP has a leading market share in business integration which meant that current and future supply chain partners would be transitioning to SAP R/3 platform - making it viable for investment (Al-Mashari and Al-Mudimigh 2003).

The process of integrating SAP R/3 took place in phases, with initial focus on logistics processes, which gradually transitioned and re-engineered to integrate SAP systems. The new system supported sales and distribution, material management, finance and production, and planning (See Figure 11). Each of these sub-systems were transitioned, phase by phase, and tested accordingly. However, before Comp Group could fully customize and transition its business onto SAP R/3, ConsCo its consulting company's contract expired, resulting in a halt in its integration (Al-Mashari and Al-Mudimigh 2003).

Lessons learned:

ERP integration requires evaluation of processes and requirements

ERP integration requires evaluation of available approaches and software packages that are customizable to the organization's needs

SAP R/3 is suitable for organizations with multiple layers of process tiers, and business functions

SAP R/3 integration requires continuous process mapping and legacy system migration; otherwise it would render the exercise ineffective

4.2.3 Covisint

Covisint is a leading partner in the auto making industry. It creates value by providing car components to the final product in the auto-making process. It participates in Web activities to reduce time-to-market processes and costs, and provides benefits to supply chain partners by decreasing switching costs by being always available to its partners - GM, Ford and Daimler Chrysler. Covisint strategic positioning is inherent in value and specific knowledge delivered to its partners. For this purpose, it needs to be present at all time of orders, production and distribution. A complex data processing system or i-Supply service was central to its information interchange with carmakers, warehousers and material and component suppliers. Convisint relied on this network which was the essence of its value chain. Since the Web is its core platform for communication activities, including partner selection, decision-making, human resources integration and knowledge capture, it is only logical that Covisint uses Internet applications for its value integra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。