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Case
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Reference no. W31637
French language
Published by: Ivey Publishing
Originally published in: 2013
Version: 2013-09-17
Length: 25 pages
Data source: Field research

Abstract

This is a French version. In April 2012, the founder and owner of Lesley Stowe Fine Foods was in the final stages of selecting an enterprise resource planning (ERP) system from a shortlist of proposed solutions. Founded in 1990 as a provider of premium catering services, cooking classes and specialty grocery products, the company had experienced such rapid growth after introducing a line of specialty crackers, called Raincoast Crisps, in the early 2000s that it decided to discontinue its food service operations in order to focus on production of the crisps. Their popularity across Canada meant that production volume necessitated a move from a small facility in midtown Vancouver to a large-scale manufacturing space located outside of the city. The new plant dramatically increased the company's production capacity, but its legacy systems had not kept pace, especially its information system. The company was now positioned to enter the US market with anticipated exponential growth. These conditions made the selection and implementation of the new ERP system critical to its continued success.

Teaching and learning

This item is suitable for undergraduate and postgraduate courses.
Location:
Size:
Medium
Other setting(s):
2012

About

Abstract

This is a French version. In April 2012, the founder and owner of Lesley Stowe Fine Foods was in the final stages of selecting an enterprise resource planning (ERP) system from a shortlist of proposed solutions. Founded in 1990 as a provider of premium catering services, cooking classes and specialty grocery products, the company had experienced such rapid growth after introducing a line of specialty crackers, called Raincoast Crisps, in the early 2000s that it decided to discontinue its food service operations in order to focus on production of the crisps. Their popularity across Canada meant that production volume necessitated a move from a small facility in midtown Vancouver to a large-scale manufacturing space located outside of the city. The new plant dramatically increased the company's production capacity, but its legacy systems had not kept pace, especially its information system. The company was now positioned to enter the US market with anticipated exponential growth. These conditions made the selection and implementation of the new ERP system critical to its continued success.

Teaching and learning

This item is suitable for undergraduate and postgraduate courses.

Settings

Location:
Size:
Medium
Other setting(s):
2012

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