Owens Corning was established 1935 by joint venture of Corning Glass and .
Now it is international company with headquarter in Toledo, .
Ohio. In 1996 it had 11 business units, 17,000 employees in 30 countries, 45% .
market share in the compositions materials market. In January 1992 company got .
new CEO . Company before that was in the huge dept. New CEO, Hiner infused his .
management team with outside talent. Under new management team, Owens Corning .
begun to progress. By early 1994, CEO Hiner had established ambitious financial, .
business and workplace plan. In order to obtain that goals three business process .
reengineering (BPR) projects were initiated by Hiner:.
Reengineering logistics.
Reengineering customer service processes.
Consolidating the finance function.
Company hired consulting firm D&T to work with BPR teams. They concluded that .
existing IS would not be able to support the envisioned new processes. Existing IS .
was design to support separate business and single functions. IS was decentralized.
Company hired new CIO, Radcliff as help to move company to next century by .
strategically aligning the IS organization to the ambitious vision for year 2000 .
and to significantly cut IS operational costs worldwide. Company decided to get ERP .
system which is able to do following:.
Access worldwide.
Customize response to meet customer needs.
Make fully informed decisions.
Communicate paper-free.
Company decided to buy SAP R/3 version of ERP systems. Implementation of SAP .
R/3 system is supposed to be done in the four different fazes:.
R1 targeted a single corporate function financing.
R2 targeted a full set of manufacturing and distributing modules.
R3 would implement standard client/server configuration.
R4 would exploit in multinational environment.
To be able to manage release of SAP R/3 OC needed IS organized differently then .
it was before. Company reorganized IS. New IS had three structures linked with .