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Broadband-X Case

Author
Institution
Course
Date
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SECTION 1:

Broadband-X Case
For more than a decade, Broadband-X, an ECM company specializing in PCB
manufacture for different electronic products has been growing fast. Broadband-X company
faced major challenges using its old tracking process and therefore had to invest in ERP to
integrate functions all across departments. Failed efforts in the self-installation of ERP saw Brian
Tumbler hire Zayan Preet to be the project lead. The case outlines critical deficiencies within
Broadband-X's processes: poor communications in departments resulting in late quotes,
difficulty in inventory management, poor production scheduling, heterogeneous coding system,
and the necessity of improved quality data collectors. Primarily, the main challenge lies in the
absence of an integral ERP solution for unifying work activities that would enhance interactions
between departments and help resolve all the problems facing the firm. These issues include low
productivity and loss of profits, together with customers' frustration due to poor service.
Background
A small venture, Broadband-X, began operating in one of the large cities equipped with
only one SMT line and some employees. In over ten years, it grew with another four SMT lines
and employed at least 40-60 people. Broadband-X specializes in providing PCBs for several
reputable companies. Their services ran from PCB design to low/high-volume PCB
manufacturing. It confronted problems with the management of its processes because HMLV
involves handling delicate designs. In its ERP project, it implemented a system spanning
modules including estimating, selling, shop floor control, engineering, scheduling, inventory
management, purchasing, finances, and CRM. Before adopting ERP, Broadband-X used
Quickbooks for accounting but had disjointed processes that depended heavily on spreadsheets
for production planning and quality management.
Concerning IT infrastructure, Broadband-X did not have an internal IT department but
contracted support as necessary. An international vendor was selected for the ERP system that
had been evaluated against different alternatives. The implementation was based on a design-to-
order model incorporating open database customization with an added cloud-based solution.
However, the company chose a dedicated on-site server for security requirements. In production
planning, inventory management, and interdepartmental communication, Broadband-X was
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using QuickBooks for accounting, which led to numerous inefficiencies, hence the need for a
more inclusive Enterprise resource planning (ERP) system to be implemented.
Case Examination
The main issue in this ERP case relates to the futile efforts of Broadband-X to incorporate
the ERP system. There are multiple problems that branch from this central issue. For example,
the management system failed to ensure seamless communication between different departments
and various processes such as quoting and production. Apart from these issues, there were also
several difficulties related to ensuring system compatibility and migrating data to other systems.
However, the lack of standard management meetings, as well as the adjustment difficulties to the
new entrance panels and reports, makes the implementation more complex.
Analyzing the system shows that though the ERP system offers a full range of modules,
its functions do not fit well with those of Broadband-X. As a result, there is a need to customize
in order to fill the voids that exist between various departments, leading to effective inter-
departmental communication. However, some of the system functions do not address the special
company requirements, leading to additional application development and 'workarounds' so as to
make the ERP adaptable to Broadband X operations.
Moreover, IT teams are challenged by the issue of integrating it with the current systems,
like data migration and compatible systems. Customers complain that the new screens are
uncomfortable and want them to be almost similar to the conventional spreadsheets-based
working procedures. This is represented by Tumbler, who has a very good interest in getting the
benefits from ERP, which include improving communication, streamlining processes, and having
real-time insights regarding operations. Vendors should provide support in order to ensure that
the issues concerning system functionalities' shortages will not fail the planned
introduction. Consequently, it is essential to comprehend and reconcile these different views in
order to fit ERP with the company's objectives and customer preferences.
Exploration of Alternatives
Potential Solutions and Improvements
i. Hiring an External Consultant
Pros: During the ERP implementation, external consultants provide expertise, objectivity, and
the needed experience that internal employees of the organization do not necessarily possess
(Wye et al., 2017).
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Cons: implementing the EPR is costly and accompanied by resistance from the employees as
well as external dependency.
ii. Continuing with In-House Implementation
Pros: It takes internal knowledge, hence a cheaper option.
iii. Cons: It requires more skills and is prone to potential delay and resource strains.
iv. Phased Implementation
Pros: minimizes interruption.
Cons: lengthen the overall duration of deployment, as well as the integration difficulties
during different phases.
v. Cloud-Based ERP Solution
Pros: it accommodates growth flexibly.
Cons: raised concerns on limited customization features and data security concerns (Abd
Elmonem et al., 2016).
vi. Collaborative Software for Interdepartmental Communication
Pros: Ensures communication is established across departments ahead of full ERP
implementation.
Cons: Incremental addition of software, integration issues, and they may not be able to
replace all features of ERP.
Pros and Cons Analysis
 Expertise comes with hiring an outside consultant, though it is more expensive.
 However, in-house implementation utilizes internal knowledge that has exhibited certain
weaknesses.
 Phased implementation mitigates risk but lengthens the timeframe
 This is flexible as a cloud-based solution, but some security issues need further review.
 The last product – collaboration software – is focused on addressing communication;
however, it might make things more complicated in an enterprise's IT scenario.
Feasibility Assessment:
 Budget considerations and organizational cultural concerns are paramount in hiring a
consultant.
 Additional training and support resources are required with in-house implementation.
Careful planning and coordination is required for phased implementation.
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 In terms of cloud-based solutions, there must be a detailed analysis and consideration of

the overall future expenses.
 Software feasibility in collaborative software includes integration and adoption by users.
Therefore, taking into consideration the above discussed issues, combining an option, for
instance, contracting a consultant advisor for strategic purposes and stepwise in-house
realization, could be a more balanced solution to broadband-X'S dilemma for the ERP system.
Recommended Solution
A phased approach is recommended for the resolution of Broadband-X as it provides
solutions for key deficiencies and makes use of available ERP system modules effectively
(Akrong et al., n.d.). The adoption of a phased ERP solution geared towards addressing the key
challenges facing Broadband-X. The approach is in line with ERP best practices because it
concentrates on value-adding and avoids unimportant complications. Enhancing cross
department communications, particularly estimation, quoting, and customer relationship
management is best aligned to industry standards for improved efficiencies and simplified
operations. Moreover, tailoring ERP units and developing ancillary tools go along with the very
flexibility of ERP systems towards individual aspects of a company's business, enabling
communication within the organization and data handling (Akrong et al., n.d.).
Implementation Plan
Execution Plan
Milestone 1 (Transfer data from QB)
 Introduce a different coding scheme for products and parts.
 Conduct formal training for employees.
 Introduce the Bill of Materials (BOM) and Inventory Management modules.
Milestone 2 (Customer-side implementation complete)
 Develop a quoting communication application.
 Integrate estimation and quoting, engineering, sales, CRM, and shipping submodules.
Milestone 3 (Supplier-side implementation complete)
 Implement Purchasing and Receiving modules.
Milestone 4 (Go live, end of parallel run of the legacy system)
 Implement the Accounting module.
Milestone 5 (Start of automated regular transfer of bookkeeping data from ERP to QB)
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 Create the ERP-to-QuickBooks transfer program.

Milestone 6 (Production-side implementation complete)
 Include MRP, work orders, scheduling, shop floor control, quality management, and
preventive maintenance modules.
Milestone 7 (End project)
 Create a customer status reporting application.
During execution timelines, resources, and possible challenges for every task need to be well
looked into. The success of this depends on effective employee training programs as well as
change management strategies. The establishment of continuous communication and feedback
systems to deal with existing problems quickly
Impact Forecast
Phased ERP implementation will ensure that the company improves its internal
communication across departments, processes become more simplified, and data accuracy is
increased. In the long run, Broadband-X will enjoy high operational efficiency, satisfied
customers, and the capability to cope with ever-changing market demand. The parallel running of
systems can be a challenge and, therefore, should be checked and supported. With a successful
ERP implementation, the organization's overall competitiveness and resilience will be greatly
enhanced.
Counterarguments
Anticipated Critiques
Extended Parallel Systems may lead to confusion and inefficiencies among the
departments within an extended duration of running two systems in parallel (Ekman et al., 2018).
Likewise, using separate modules at different phases may cause uncoordinated procedures in
contradiction to the complete integration achieved through ERP systems.
Rebuttals
A phased approach in the ERP implementation reduces disturbances so that employees
can adjust stepwise. Using this approach is less disruptive since others follow it when
transitioning to new standards. Additionally, through a staged process, the various subsystems in
the project are incorporated progressively into the system to confirm that none of them conflicts
with the rest as they are included in the project. This method adheres to ERP good practices and
effectively tackles the challenges of deep integration.
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The approach introduces change slowly in a manner that allows employees to adapt and
learn the changes gradually. Through such a practice, every level of operation has adequate
knowledge of how to troubleshoot and make necessary adjustments. This consequently adapts to
an easier process with less resistance. Notably, phased implementation enables flexibility. It
facilitates modifications based on feedback and observations at the time, comparable to current
ERP deployment models that integrate iterative adjustments.
Conclusion
In conclusion, the broadband-X case highlights the problems associated with ERP
implementation. Communication gaps, inefficient processes, and customization needs at the
company reveal the complexity of integrating ERP solutions into specific business activities. The
recommended phased implementation stands in a position to solve the issues. There can be
potential criticisms for long-running parallel systems; however, phased implementation is in line
with the industry's best practices, giving a smooth changeover and better integration.
In the future, it can be anticipated that Broadband-X will have established itself well with
the implementation of its ERP system. It will improve internal communication, leading to better
coordination of activities, with the resultant impact being more accurate information. Feedback
mechanisms will also play a critical role in improving the effectiveness of the ERP system as it
matures. However, through the proper staff training, change management, and support, the
phased implementation would see Broadband-X becoming more competitive and resilient in a
fast-paced market.

SECTION 2:
1. "What are the motives that drove Broadband-X to implement ERP software?"
Firstly, Broadband-X has been a fast-growing organization that led to an environment
where it needed an integrated system that would integrate and manage all its operations. They
were using QuickBooks limited only to accounting, which needed replacement by the
sophisticated software able to embrace ECM procedures' challenges. One of their greatest
challenges emanated from the fragmented buying, manufacturing, and quoting processes
undertaken by different units within Broadband-X. Communication gaps result in financial losses
and late quotes owing to dependency on spreadsheets and manual intervention. It is clear
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however, that there was an urgent need for a system that could enhance responsiveness and
overcome communication barriers. In addition, the demand to respond to quotations promptly so
as to deliver to clients instant price quotes within twenty four hours made it evident.
Furthermore, the lack of communication between account managers and Broadband-X
president Brian Tumbler emphasized the importance of the ERP system. Engagement of tumblers
in sales activities and the market could have an extensive effect on decision-making, customer
satisfaction, and understanding of consumers' requirements. The aim of using the ERP system
included simplifying inter-firm coordination and improving internal management. Broadband X
faced challenges in the ECM sector, where customer satisfaction matters a lot as customers'
concern about getting updates for their orders was raised. The ERP deployment came as an
avenue in which this matter could have been resolved through easy sharing of data among
departments. This collaborative approach included sales, accounting, buying, manufacturing,
quality, and inventory departments working together; it was necessary to enhance buy-in,
teamwork, and hence customer satisfaction through better response. Broadband-X sought to
ensure they were highly proactive in providing comprehensive internal and external
communication as it became apparent that there was need for an inclusive system through which
every department could gain accurate and up-to-date information. Broadband-X was interested in
establishing an effective, unified working environment for its operations that could serve as a
sound foundation for the long-term growth and success of its business in the rapidly competitive
ECM industry; this led to the adoption of an ERP system for its systems.
2. "Do you think custom-built ERP software could have been a viable alternative for
Broadband-X?"
The implementation of the standard ERP system gave rise to several difficulties in
relation to Broadband-X's growth path and the complexity of its processes. Tumbler's goals to
improve interdepartmental communications and streamline processes, however, were impeded by
the inability of ERP to address those issues, particularly with respect to QuickBooks
compatibility issues, communication breakdowns, as well as modifications of the
workflows. Such adjustments would mean considerable alterations within the existing business
practices to suit the demands of the standard ERP system, leading to discomforting employee
workflows. Taking into account the above-mentioned challenges, it is possible that a customized
ERP system would make a good alternative solution for Broadband-X. While there would be
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some significant short-term and financial investment initially, the long-term savings of a custom
solution should not be overlooked. This customizes the ERP to meet what is unique about the
company, thus avoiding disruptions of the already existing workflow processes in order to make
a smooth transition. The process of customization results in modules and functionalities that
accurately coincide with in-house setups, operations, and departmental specifications.
Additionally, a tailored ERP should have eliminated redundant features for ease of
procedure elimination and departmental clarity. Specifically, a customized solution might have
been more suitable for Broadband-X's distinctive operations and would have promoted effective
interdepartmental relations and flexibility going forward. A smoother transitional process would
have resulted if the ERP system was directly aligned with the processes used within the firm. In
particular, a situation whereby the employees were accustomed to their respective practices could
have been avoided easily. Despite such shortcomings of a custom ERP, like costs and time
needed for development, broadband-X could have benefited enormously from its efficiency over
the long term, lack of disruption, especially at their first attempt, and exact fit into their
operation. However, the degree of flexibility, optimization as well and an all-encompassing
interface with their pain points would have better been addressed by a tailor-made solution.
"What do you think about the way Tumbler selected the ERP system, and what
could he have done differently?"
Tumbler ensured that it tried out a number of alternatives before committing Broadband-
X to the particular ERP system. His focus was only on personal evaluations and general fit in the
specific area, yet he disregarded the operational complexities of Broadband-X. He found system
shortcomings while conducting assessments but selected an affordable and appropriate package
first. This proved to be more of an adaptation than an actual change owing to the missing link in
the firm's evaluation process. It is worth noting that Tumbler could have improved upon his
approach by inviting a system analyst so as to help in the process of selection. This expert should
have analyzed what this organization, Broadband-X, does and narrowed down its specific
processes in order to find what the ERP system could do and what it is compatible with. Another
challenge was the lack of an IT team or a person with project management skills. Additional A
team could have been formed in advance to monitor the implementation of the project. In this
way, appropriate guidance for smooth implementation would have been achieved.
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It could have been better if they used a customized ERP system depending on the level of
complexity associated with Broadband – X's operations. It would have been better to have some
tailored ERP options that were explored from the initial stages and would have aligned those
functionalities correctly with their unique processes. Overall, while this effort is praiseworthy,
the solution adopted would have been best served by consulting specialist expertise setting up
project teams specifically assigned the job with due regard to customized solutions. Such an
approach should have reduced the need for major changes after purchase that might have been
difficult in compliance with complex corporate standards.
3. "What are the biggest challenges and risks Broadband-X will face during the
implementation of the project? How can the challenges be managed?"
One of the major challenges in the ERP implementation at Broadband-X stems from its
accounting, payroll, and finance modules not complying with local legislation where the
company operates. Simultaneous running of QuickBooks and ERP are required during this
period until the necessary compliance is achieved. This, however, becomes a burden in terms of
money and operations. The payroll and accounting QuickBooks have a cheaper version that can
be used to reduce costs. Nevertheless, it requires supplemental work for both HR and Accounting
people from the employees' side. Coordinating manual maintenance of double entries in both
software until the ERP system matches the requirements of local legislation increases the burden
on the accounting team. Therefore, by resorting to the ERP provider for rapid resolution of
compliance problems and ability in the accounting department to deal with extra jobs during the
transition period.
The other major issue encompasses setting up regular management meetings. Managers'
meetings used to be a rare occurrence in the company. The initial barriers include coordination
across departments and agreeing with their respective manager that these discussions are
necessary. It becomes vital to convince them about the benefits of shared feedback as well as
progress monitoring. This is a minor challenge that can be easily addressed with time and
resources invested in helping managers appreciate the value of regular meetings. To achieve this,
they will have to foster active participation during these sessions and underscore their
importance in making the ERP project a success. Changing your company's culture to make way
for structured managerial meetings instead of ad hoc decision-making is hard. The process itself
can be handled, although building up the norm of ongoing cooperation and data exchange
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between teams will need ongoing work and dialogue to gain the commitment of all concerned
managers.
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References
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Planning (ERP): A Systematic Review Approach.
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