In thirteen pages this paper discusses the solution represented by TeamSAP in this case study. Six sources are cited in the bibliography.
Name of Research Paper File: D0_MTsapsin.rtf
Unformatted Sample Text from the Research Paper:
Introduction SAP AG, a technology company based in Germany, made great waves among the supply-chain/manufacturing industry with its innovative products, including
the R/3 software and ERP. But like much technology, sometimes these products would be difficult to understand, install and implement. Geared to work with a companys current hardware and software
configuration, many customers of SAP considered that, while the R/3 and ERP systems were marvels of organizational technology that appeared good in theory (and on paper, for that matter), they
were difficult, if not impossible to install and integrate. The difficulty boiled over into frustration as installation and integration cost companies time, money and manpower in trying to get the
system up and working. The purpose of this study is to determine if SAP was successful in addressing the concern of customers
and if the company made the right moves in finding solutions for the difficulties. While some of the focus will involve SAP Singapores role in this solution, the main attempts
to change the systems came from SAP AG headquarters. Understanding the culture of this company is important in determining why it acted in the way it did to solve this
particular problem. Overall, the main purpose of SAP services and products is to assist a companys return on investment by helping that
company speed up a time to market and implementation (SAP Singapore, 2002). Basically, the products, as mentioned above, are geared toward supply chain management - and many of SAPs customers
do extol the virtues of SAP products and services. Another goal of the company has been to provide interoperability and use of