1. ERP Implementation at CISCO
GROUP 8
BELINDA FERNANDES (121202044)
ABHISHEK NULI (121202024)
NAGENDRA BHARADWAJ (121202094)
GURURAJ PATIL (121202074)
ADITYA TRIPATHI (121202022)
S.N.LAVANYA (121202064)

2. CISCO Systems Inc.
 It was founded by two Stanford computer scientists
in 1984.
 It subsequently went public in 1990.
 It manufactures routers.
 With rise in internet usage, the demand for Cisco
products grew rapidly.
 Fortune 500 ranked Cisco among top 5 for return on
revenues and assets. Microsoft and Intel were the
other big companies in this list.

3. Company Structure
 John Morgridge was appointed CEO in 1988.
 He thought the firms in Silicon Valley decentralized
too quickly and subsequently lost control.
 He maintained a centralized organization.
 Only product marketing and research and
development were decentralized.
 Finance, human
resources, manufacturing, IT, customer support, etc.
were centralized.

4. IT at Cisco
 Cisco was a $500 million company using a UNIX-
based software package for its core transaction
processes.
 This software package was suitable for companies
with $50 million to $250 million revenue and not
$500 million.
 Finance, manufacturing and order entry were
supported by this software package.
 CIO knew the company’s growth prospects were very
good. So thought the software package wasn’t
enough.

5. Apprehension towards ERP solutions
 CIO thought the budgetary decisions IT expenditure
should be taken by the functional areas not the IT
dept.
 Unless they ask, IT won’t do anything.
 ERP solutions’ implementations often turned into
“mega” projects and take up lot of time and money of
the organization.

6. Problems faced with the legacy applications
 Company’s annual growth rate was 80%.
 Transaction rate had increased drastically.
 The legacy systems did not have the capacity to
handle the load.
 Any attempt to improve the applications would crash
the system.
 IT department would spend its time repairing the
legacy systems.
 One day, it was corrupted and thus shut down for 2
days.

7. Expected Benefits of ERP Implementation
 They wanted an ERP that could maintain centralized
structure of the company.
 They wanted to put manufacturing, order entry and
finance in one place. They wanted an ERP that could
do it.
 Capacity of the ERP could be improved in the long-
run as the size of the business increases.
 They wanted an ERP that wouldn’t have to be
modified according to the business needs.

8. Pre-implementation Steps
 Select a good integration partner to help in selecting a
good ERP solution and vendor.
 They chose KPMG.
 Do market research and ask other companies what they
know about ERP systems.
 Based on market research and KPMG’s advice, they
selected Oracle.
 Decide a price and time needed for implementing the
ERP.
 Get board approval for funding the project.
 Build ERP implementation team one each from KPMG,
Oracle and Cisco.

9. Critical Success Factors
 They tested it thoroughly and made the required
modifications immediately wherever needed.
 They knew what the software could or couldn’t support.
 They worked together in a tight team and stuck to the
schedule.
 Employees gave their 100% in the project to make sure
they did quality work

10. Areas Where Cisco Was Lucky
 On the day of the presentation to board for project
approval, the legacy system crashed. It helped the IT
dept. to convince the board members faster.
 Cisco’s contract with the hardware vendor for capability
of hardware rather than specific configuration helped in
keeping costs low.
 The Oracle and KPMG teams were always with them and
put in their 100% even when they weren’t required to.
 Hardware company’s president sponsored the final stage.
All the additional costs were borne by the hardware
vendor company from its own pocket.

11. THANK YOU