Toward Continual Development with ERP : Case BillerudKorsnäs Finland Oy
Perälä, Paula (2014)
Perälä, Paula
Tampereen ammattikorkeakoulu
2014
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2014121019212
https://urn.fi/URN:NBN:fi:amk-2014121019212
Tiivistelmä
An ERP system implementation is a large project in its importance to the business and in the way that it affects different areas of the company. There are many benefits to be gained but there are varying results of the success of an ERP project among the huge number of companies that have adopted ERP systems.
This thesis is a case study examining the post-implementation period at BillerudKorsnäs Finland Oy. The company has two paper machines and a small customer service team in Finland. It belongs to a Swedish mother company, which has altogether eight production units and about 4300 employees in 13 countries. In June 2012 Billerud bought them from UPM which began a transition period of carrying over the customer service team’s order fulfillment process from the old owner to the new. This was finalized in October the same year when Billerud’s ERP system BonD was implemented in replacement of UPM’s SAP.
The company continued to grow as a merger between Billerud and Korsnäs was announced in the beginning of 2013. This has continued the state of development in the company. In order to unify the two former companies and their order fulfillment processes, a common ERP system will be implemented. This was announced in the second quarter of 2014 and the company wide project is planned to take 2,5 years. The replacing ERP system will be implemented for the Finnish customer service team in the final quarter of 2015.
The thesis analyzes where the customer service team has landed with the ERP system that was implemented in 2012. It also takes a look at the prospects for a new implementation project with the background of the team’s previous experience. The aim is to bring out the main concerns and to pinpoint the underlying issues behind those. A survey was sent to the team and its manager and two super users were interviewed.
The results show that the team has come a long way from the initial chaotic feelings around the go-live to working with both daily and problem solving tasks. Business process improvements have not been carefully planned or actively implemented, which is why the team has not gained the potential benefits of an ERP system. The analysis gives insight into how the upcoming ERP implementation project can be run in a more successful way from both process and personnel perspective.
This thesis is a case study examining the post-implementation period at BillerudKorsnäs Finland Oy. The company has two paper machines and a small customer service team in Finland. It belongs to a Swedish mother company, which has altogether eight production units and about 4300 employees in 13 countries. In June 2012 Billerud bought them from UPM which began a transition period of carrying over the customer service team’s order fulfillment process from the old owner to the new. This was finalized in October the same year when Billerud’s ERP system BonD was implemented in replacement of UPM’s SAP.
The company continued to grow as a merger between Billerud and Korsnäs was announced in the beginning of 2013. This has continued the state of development in the company. In order to unify the two former companies and their order fulfillment processes, a common ERP system will be implemented. This was announced in the second quarter of 2014 and the company wide project is planned to take 2,5 years. The replacing ERP system will be implemented for the Finnish customer service team in the final quarter of 2015.
The thesis analyzes where the customer service team has landed with the ERP system that was implemented in 2012. It also takes a look at the prospects for a new implementation project with the background of the team’s previous experience. The aim is to bring out the main concerns and to pinpoint the underlying issues behind those. A survey was sent to the team and its manager and two super users were interviewed.
The results show that the team has come a long way from the initial chaotic feelings around the go-live to working with both daily and problem solving tasks. Business process improvements have not been carefully planned or actively implemented, which is why the team has not gained the potential benefits of an ERP system. The analysis gives insight into how the upcoming ERP implementation project can be run in a more successful way from both process and personnel perspective.