A look at the mistakes made by the Hershey Foods Corporation in an attempt to upgrade the company technologically.
Written in 2004; 1,657 words; 4 sources; MLA; $ 53.95
Paper Summary:
This paper examines how the Hershey Foods Corporation, like other companies in the food and beverage industry, spent very little money on information technology (IT). It discusses how, with the eventual implementation of an ambitious upgrade called Enterprise 21, the developers of Hershey's planned to enter the 21st century, when they had barely paid lip service to the technologies of the 20th, and how they forgot the essential age-old rules of new process/new equipment implementation. It analyzes how the entire changeover plan was flawed right from the start and looks at several different alternatives Hershey could have chosen.
Outline
The Problem
Too Many Cooks
Alternatives Hershey Might Have Chosen
Recommendations
From the Paper:
"Also a holdover from that era of industrial conduct was, perhaps, Hershey's placing the blame on others in the aftermath of the disaster. Apparently management had not heard that it is better to find solutions than to cast aspersions. And the company had compounded the problem in two ways. First, they refused to admit there was a problem, allowing their customers to lose credibility when the shelves were bare. Second, they failed to recognize that the failure was, in fact, homegrown when it was revealed that SAP information system management software, which Hershey blamed for the problems, was working just fine in the much smaller Canadian business unit. Conceivably, that unit was managed by a different crew who might have had a more modern approach to implementation."
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