TY  - JOUR
AB  - Subject area Decision Analysis, Management Information Systems, Strategic Management, Organizational Development, Financial Management, Risk Management.Study level/applicability MBA-1 (Decision Analysis), MBA-2 (MIS).Case overview On a beautiful October morning in 2011, the CEO of a mid-size oil marketing company located in Nairobi, Kenya has to make a tough decision whether to upgrade their current B1 system to a bigger version of SAP. Abbas, the new Information Communications Technology (ICT) Director of Zaidi Group, was worried that Zaidi was building a bigger and bigger company on top of a more and more small enterprise resource planning system. Abbas's fears also include RedLock's past inefficiencies. Kariuki, the Finance Director, on the other hand was into the fear of overspending in a huge information technology (IT)system where current functionalities required can be addressed by a smaller system through add-ons, customization and development.Expected learning outcomes Demonstrate some tools in decision analysis for problems with multiple objectives including some issues indecision framing and cognitive inertia; Raise the issue for fundamentally changing a firm's infrastructure; Demonstrate the alignment of IT strategy to Business Strategy.Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
VL  - 4
IS  - 8
SN  - 2045-0621
DO  - 10.1108/EEMCS-01-2014-0023
UR  - https://doi.org/10.1108/EEMCS-01-2014-0023
AU  - Acosta Freddie Racosas
AU  - Acosta Arlene Suson
PY  - 2014
Y1  - 2014/01/01
TI  - Zaidi Oil: the SAP ERP dilemma
T2  - Emerald Emerging Markets Case Studies
PB  - Emerald Group Publishing Limited
SP  - 1
EP  - 10
Y2  - 2024/09/19
ER  -