Product details

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Published by: Harvard Business Publishing
Originally published in: 1999
Version: 22 January 2003
Length: 23 pages
Data source: Field research

Abstract

Describes Harley-Davidson's decision process for defining and selecting an enterprise-wide procurement software package and the institutional changes introduced as part of this process. Tells the story of Harley- Davidson's approach in developing integrated business processes and information systems to meet the needs of a visionary procurement strategy. Central to this activity was the evaluation and selection of an enterprise software package and implementation partner to support the strategy. Describes managerial reasoning and tactics to introduce significant organizational change into a setting where team-based responsibility and a culture of autonomy are prominent.
Location:
Industry:
Size:
USD2 billion revenues, 6,000 employees
Other setting(s):
1996-1999

About

Abstract

Describes Harley-Davidson's decision process for defining and selecting an enterprise-wide procurement software package and the institutional changes introduced as part of this process. Tells the story of Harley- Davidson's approach in developing integrated business processes and information systems to meet the needs of a visionary procurement strategy. Central to this activity was the evaluation and selection of an enterprise software package and implementation partner to support the strategy. Describes managerial reasoning and tactics to introduce significant organizational change into a setting where team-based responsibility and a culture of autonomy are prominent.

Settings

Location:
Industry:
Size:
USD2 billion revenues, 6,000 employees
Other setting(s):
1996-1999

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