Bombardier ERP Implementation Reflection

To: Richard Peterson

From: Shivangi Gosai

Date: 07/21/2014

This memo is prepared in response to the presentation held on Tuesday, with the consultant team, regarding  how Bombardier can improve its ERP implementation at the third  location and subsequent locations. As  stated in  the presentation,  Bombardier’s second  implementation at Saint-Laurent greatly  improved  from  its  first implementation at Mirabel.  Bombardier wonderfully completed some facets of implementation. These facets included knowing why the company was implementing an ERP system, recognized the value in early planning, understood the  business  processes and planned for data migration. However, Bombardier fell short in key phases which if addressed properly could lead to better implementation results.  The consultants  discussed  that Bombardier needs to improve upon building a  business  case for  an  ERP  system  with a positive ROI, gain  executive  and  organizational  commitment, ensure proper project management and resource commitment and invest in training/change management.

After unsuccessful implementation of ERP in the first rollout, Bombardier obtained rigorous feedback and implemented corrective actions in the second rollout resulting in successful implementation of ERP in the organization. The evaluation of the first and second roll out by the consultants showed a dramatic improvement in the various elements. For example, establishment of clear vision and strategy, effective project and change management, well documentation, organizing, allocation of sufficient resources, effective communication, and phase implementation improved a lot. I was quite impressed by the dynamics of transformation that integrated the levels of best practices. I agree to the areas of improvement recommended by the consultants that included knowledge transfer among the team members, effective communication between project and business teams, and evaluation of time on a realistic basis and expand scope of future rollouts.

To  address  the  inherent  disconnect  between  management,  employees  and  the project  team  and  the issues mentioned above, a best practices framework was presented. After listening to  the consultant’s recommendation  and  analyzing  my  own research,  I  agree  that  Bombardier  needs  to  implement  a  best  practices  framework.  Even  though  the  company greatly improved from the first implementation, there are still numerous issues not being addressed.  The best practices framework of presented was comprehensive and helps the company understand the importance facets.


I believe the recommendation to adopt a best practices framework is in Bombardier's best interest.  The company has committed a great deal of financial and personnel resources to this project and implementation is key in determining overall success. The best practices framework should not only be carried out by the project team but also management while the employees should be aware of this framework. If the best practices framework is carried out properly, implementation at the third location is projected to surpass the Saint-Laurent implementation.

Regards,

Shivangi Gosai