Zaidi Oil: the SAP ERP dilemma

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dc.contributor.authorAcosta, Freddie Racosas
dc.contributor.authorAcosta, Arlene Suson
dc.date.accessioned2016-11-15T06:48:10Z
dc.date.available2016-11-15T06:48:10Z
dc.date.issued2014
dc.description.abstractOn 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.en_US
dc.identifier.citationAcosta, F. R., & Acosta, A. S. (2014). Zaidi oil: The SAP ERP dilemma. Emerald Emerging Markets Case Studies, 4(8), 1–18. doi:10.1108/eemcs-01-2014-0023en_US
dc.identifier.issn2045-0621
dc.identifier.urihttp://hdl.handle.net/11071/4974
dc.identifier.urihttp://dx.doi.org/10.1108/EEMCS-01-2014-0023
dc.language.isoenen_US
dc.publisherEmerald Group Publishing Limiteden_US
dc.relation.ispartofseriesEmerging Markets Case Studies Collection;
dc.subjectOil and Gasen_US
dc.subjectEnergy Sectoren_US
dc.subjectERPen_US
dc.subjectSAPen_US
dc.subjectKenyaen_US
dc.titleZaidi Oil: the SAP ERP dilemmaen_US
dc.typeCase Studyen_US
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