Forum #4
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READ ARTICLE: https://moodle.lsus.edu/pluginfile.php/893459/mod_hsuforum/intro/MIS%29%20Zaidi%20Oil%20the%20SAP%20ERP%20dilemma
ANSWER QUESTIONS
How would you advise Macharia to proceed on the issue of upgrading the B1 System? Should they upgrade to higher version of SAP or should they just improve the B1? What criteria would you use as a basis for your decision/recommendations?
1. read rubric for forums
2.. read article attached below
3. ANSWER questions
4. reference from the article
5. CHECK plagiarism
Emerald Emerging Markets Case Studies
Freddie Racosas Acosta, Arlene Suson Acosta,
Article information:
To cite this document:
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)
“Zaidi Oil: the SAP ERP dilemma”, Emerald Emerging Markets Case
Studies, Vol. 4 Issue: 8, pp.1-10, https://doi.org/10.1108/EEMCS-01-2014-0023
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https://doi.org/10.1108/EEMCS-01-2014-0023
https://doi.org/10.1108/EEMCS-01-2014-0023
Zaidi Oil: the SAP ERP dilemma
Freddie Racosas Acosta and Arlene Suson Acosta
Freddie Racosas Acosta
is a Senior Lecturer
based at Strathmore
University, Nairobi,
Kenya. Arlene Suson
Acosta is a Managing
Director based at FilCom
Traders and Consultants
Ltd., Nairobi, Kenya.
On a beautiful October morning in 2011, Mr Abbas and Ms Kariuki were seated facing each
other in the Zaidi Oil Group boardroom in the presence of the CEO and five other company
directors in Nairobi. They were debating whether or not to upgrade their current B1 system
to a bigger version of SAP.
Abbas was the new ICT Director of Zaidi Group, an oil marketing company (OMC)
operating in East Africa. The fact that he had been with the company barely three
months did not prevent Abbas from voicing his opinion and even disagreeing with the
directors around the table as they discussed the B1 system. Kariuki, the Finance
Director, saw the USD400,000 price tag for system licenses alone as very impractical.
However, unable to hedge quickly enough, the company had lost a substantial amount
of money due to the 20 per cent depreciation of the Kenyan shilling against the dollar
in just three months:
It’s time to upgrade it, said Abbas.
No, it’s not. Was the emphatic reply from Kariuki:
“Yes, it is! We have outgrown the system and it is risky to remain with B1”.
“No, it’s riskier to upgrade to A1 since it is too big for us, not to mention the other costs
involved. B1 software can be improved to accommodate our additional needs”:
But its architecture, not to mention its functionalities, is meant to serve the needs of small
companies (see Exhibit 1). We are no longer a small company, replied Abbas. It is not good
practice to keep on building and adding modules on top of B1 to meet our growing needs. It is
as folly as adding 10 more floors to a building whose architecture was meant for a one-storey
building.
“But other large entities are on B1 as it is more cost effective. And let me tell you why we
shouldn’t abandon B1 unless we absolutely have to”, Kariuki stated:
The success of the integration of the B1 with other modules from other vendors (approved by
SAP) is proven through success stories such as Kenya Paint Company which RedLock
implemented and supported. I’m also certain that Kenya Paint is not just relying on the standard
B1 but have integrations with other modules to enable them managed their operations better
(see Exhibit 2). The integration will only be done with other modules approved by SAP – i.e.
already proven – where’s the problem?
One problem is that Kenya Paint is operating in Kenya only with very few branches. Secondly,
SAP has no more responsibility on us if RedLock[1] do extensive customization of the system.
We are in the hands of RedLock, who in the past, did not deliver a customized system and failed
to provide support services, Abbas went on further.
Disclaimer. This case is written
solely for educational
purposes and is not intended
to represent successful or
unsuccessful managerial
decision-making. The author/s
may have disguised names;
financial and other
recognizable information to
protect confidentiality.
DOI 10.1108/EEMCS-01-2014-0023 VOL. 4 NO. 8 2014, pp. 1-18, © Emerald Group Publishing Limited, ISSN 2045-0621 EMERALD EMERGING MARKETS CASE STUDIES PAGE 1
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http://dx.doi.org/10.1108/EEMCS-01-2014-0023
Granting we improve again on B1, for how long can we remain with it considering the growth we
set for ourselves in the next five years? Then where would we be? We’d be explaining to the
board why Zaidi Oil can’t open new subsidiary companies in Zambia, DRC, South Sudan,
Burundi, Djibouti, Malawi, Mozambique and Zimbabwe because our system can’t support it. I
don’t want that job! Do you?
“Of course not!” Kariuki was stern:
But we already have a system in place. From the meeting we had with RedLock, they have
assured us that all areas we require improved in the current system can be handled (see Exhibit
3) at a total cost of USA$125,000[2].
But all our competitors in the continent, like Kenol Kobil, Oryx Oil, Gapco, Gulf Energy, Hass
Petroleum, Petrocity, not to mention multinationals like Shell, Total and BP are among others
using SAP A1, Oracle or JD Edwards. None of our size is using B1. Are you not concerned?
“Of course, but what’s that have to [. . .]”:
Exactly! Abbas interrupted, That is because SAP has already customized a version of A1 that
is based on best practice in our industry for companies of our size. Why on earth would you want
to remain with B1?
Because, said Kariuki, we invested in B1 in 2007, reinvested again in 2010 when we
re-implemented the software which improved functionality to a different level. If there is a
chance that we can still get more out of the same system by adding a few modules and
developments and achieve the functionalities currently lacking, we should give it a try.
Otherwise we will not have given shareholders a chance to reap maximum returns on investment
made on B1.
But Kariuki, Mr Abdul, the Operations Director, interrupted, We in Operations are looking for a
more robust system that could monitor quality and quantity of our products both in our tanks and
in transit. Last year, we reported loss and theft of products worth 2 million shillings due to laxity
in our system’s controls even after we installed CCTV. Things will just get worse as we intensify
our campaign in pushing 200,000 cylinders of Zaidi LPG[3] in Kenya, Uganda, Tanzania and
Rwanda. Besides, Commercials said they will open an additional 50 service stations across East
Africa in the next five years. I am afraid B1 can’t provide the functionalities we need.
“There you go”, Abbas seconded:
But colleagues, this time of the year is difficult for us. I am sure, SAP B1 can still handle our
volume even if we grow in the next two years, Samson, the Commercial Director, interrupted.
“We can harmonize our processes before adding the additional modules”.
“And B1 can be improved with less cost”, Kariuki added definitively. “Why are we trying to
abandon it?”
“It is because cheap is expensive”, Abbas replied:
Four years ago, we spent USA$75,000 to implement SAP B1 and last year another USA$95,000
just to re-implement it. This time, USA$125,000![4] When will it end? he concluded.
Instead of replying, Kariuki sat back. The CEO, Mr Macharia, was listening to the debate.
It was not the first time he heard his executives disputing. This thorough approach,
however, had only deepened Mr Macharia’s confusion over what to do about B1. He
wondered what approach would be most in keeping with how Zaidi Oil implemented and
exploited its overall core system.
Oil product consumption in Kenya by product
In Kenya, oil products were mainly consumed in the manufacturing, commercial, transport,
residential, power generation and agricultural sectors. Consumption of oil products has
PAGE 2 EMERALD EMERGING MARKETS CASE STUDIES VOL. 4 NO. 8 2014
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been erratic over the years and it is important to note that the demand for oil products had
on average been increasing over the years. The national consumption trends of selected oil
products increased by an estimated 8 per cent from 2.62 million m3 in 2005 to about 2.84
million m3 in 2006, with a further increase of 5 per cent in the year 2007. A sharp drop by
3 per cent in the yearly national consumption was recorded in 2008 due to the activities of
the post-election violence (Table I).
History and company highlights
Zaidi Oil Group of Companies Ltd. was founded in Kenya in 1990 by Mr Macharia and three
other East African businessmen and started out as an oil distributor to Rwanda and
Democratic Republic of Congo markets as local OMCs saw opportunities with the
departure of some of the major multinational players from Kenya. Over the years since its
inception, Zaidi has grown and acquired oil depots in different parts of Kenya and opened
subsidiary companies in Uganda, Rwanda and Tanzania.
In 2007, Zaidi Oil Kenya acquired the Mombasa Terminal and formed Zaidi Transport Ltd.
to improve efficiency in transporting its products across the region. The fleet started with 30
trucks. By mid-2010, it had grown to 60 trucks as the demand for oil products doubled.
Zaidi Oil’s businesses were primarily focused on supplying oil products in the power
generation, mining, manufacturing and construction sectors.
The following were some of the highlights in 2011[5]:
� Lubricants were introduced in the first quarter.
� Zaidi Cylinders was introduced in Mombasa City in the second quarter.
� Hospitality volume in Zaidi Mombasa Depot was 180,000 m3 of fuel and 4,800 tons of
LPG. This earned a net revenue of USD180,000.
� Established an efficient supply chain management monitoring system – seven days a
week stock cover – by February. However, it was established in the books only and not
in actual product.
� Implemented the ISO 9000:2008 quality management system in the first quarter.
� Completed the Spur line[6] in February 2011 at a cost of USD950,000.
� Completed and operationalized the Nairobi Terminal in April 2011 at a cost of USD1.7
million after a year of delays.
� Completed the metering and tank gauging facility in Mombasa by March at a cost of
USD200,000.
� Completed a security enhancement project (CCTV) in Mombasa by March at a cost of
USD100,000.
� Completed a Mombasa truck fuelling facility by the first quarter.
� By the third quarter, the Group’s total number of employees was 450.
Table I KPC uplifts vs. national consumption in Kenya
Year KPC uplifts
National
consumption
Yearly increase in national
consumption in %
KPC uplifts vs national
consumption in %
2005 2,350,577 2,624,870 – 90
2006 2,487,883 2,836,796 8 88
2007 2,721,796 2,984,647 5 91
2008 2,573,888 2,906,833 �3 89
2009 3,079,695 3,471,845 19 89
Source: Republic of Kenya Economic Survey 2010 as computed by KIPPRA as cited by Silvestre
Kasuku
VOL. 4 NO. 8 2014 EMERALD EMERGING MARKETS CASE STUDIES PAGE 3
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Recent business statistics showed the Group supplied over 300 million liters of oil to retail,
resellers and commercials in the region. This was against a capacity to supply 600 million
liters to the same market.
It needs assessment
Abbas[7] joined Zaidi Oil after a five-year stint in South Africa. His mandate was to set up
the structure for the newest department in the company, a breakaway from the Finance
Department with only five members of staff, himself included. Unlike the former Information
Technology (IT) Manager, he reported to the CEO and one month after joining the
company, Abbas initiated an IT needs assessment survey across the Group and all
departments to better understand ITs current status within the company. He also visited
facilities in Mombasa, Nairobi, Nakuru, Kisumu and Eldoret and subsidiary companies in
Uganda, Rwanda and Tanzania, including Zaidi Transport.
The company’s ICT infrastructure was highly decentralized and its ICT governance and
purchasing procedures had never been completely coordinated. While they all had the
same core B1 system, databases and hardware, most had dissimilar hardware and
software platforms. In addition, even if two operating companies did have the same
application, they were configured differently and loaded with different information. In fact,
even if they dealt with the same customer, there was no guarantee that they would have
exactly the same customer information within their separate information systems.
Abbas also discovered important issues, challenges and limitations of their current ERP
system, including the unreliability of their only server in Kenya and obsolete network and
Internet infrastructure. He also noted reports of frequent system downtimes that paralyzed
operations, resulting in inefficiencies, including the inability to load and transport products
due to necessary Kenya Revenue Authority documentation. The Zaidi Oil IT users, however,
were largely young and highly computer literate. See Exhibits 2 and 3 for B1 limitations and
add-ons required.
Abbas proceeded to formulate his IS Plan[8], which he divided into three stages to support
Zaidi’s five-year strategic plan of becoming a premiere energy company in Africa by 2015
and hoped to enter the power generation and oil exploration business by 2020.
Stage 1: Enhance existing “Foundation” solutions
� Replace B1:
– financials, purchasing and sales; and
– stock management (inventory), crystal reporting and fixed asset tracking.
� Solutions required soon:
– human resource management, business process and work flow;
– company-internal: instant messenger (desktop and mobile);
– business intelligence to centralize view of company performance; and
– customer relationship management (crm) or @customer/stakeholder/channel
relationship management and basic campaign management, systems portal and
mobility.
� Payroll (enhance/incorporate into new ERP). Local solution is currently in used.
� Areas of possible “Paper overload” � focal point for digitization, Work Flow, Electronic
Data Interchange (EDI) for the centralization of procurement processes.
Timeline: January-December 2012 (12-month duration).
PAGE 4 EMERALD EMERGING MARKETS CASE STUDIES VOL. 4 NO. 8 2014
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Stage 2: Core business solutions rollout (Forecourt and related “New force in energy”
strategy)
� Intelligent Forecasting: inventory, ordering and sales;
� Inventory tracking and control;
� Forecourt management systems, e.g. e-signage, remote price management;
� CRM (Part 2):
– market and consumption analysis and geo-demographics; and
– market-specific campaigns (multi-channel) and contact centre.
� Loyalty program;
� Payments, e.g. mCommerce and Card/Smartcard linked to recharge gateway;
� Smart utility usage for sites;
� Franchise management solutions, e.g. standards, safety, skills and processes; and
� Estate management and asset management.
Timeline: January-December 2013 (12-month duration)
Stage 3: advanced solutions
� Integrated marketing tools (forecourt and channels), e.g. centralized national pricing tools;
� Number plate recognition solutions;
� Advanced payments (RFID/NFC);
� Detailed service bookings (car maintenance);
� Enhanced loyalty;
� Advanced fleet management, e.g. driver monitoring, load quality monitoring and load
temperature monitoring; and
� EDI for seamless procurement and logistics.
Timeline: January-June 2014 (6-month duration)
Abbas also outlined his IT Development Plan for 2011-2012:
� Implement high performance computing:
– procure modern high-end server(s); and
– create virtual servers for the various systems and applications in use.
� Implement enterprise IT services:
– setup Zaidi domain and exchange; and
– operationalize multiprotocol label switching in all operational business units;
– have all the business units on fiber optic cables;
– create shared folders for the individual departments; and
– have centralized mail backups, software and antivirus updates.
� Restructure the IT Department:
– retain the IT Manager (to manage current ICT infrastructure);
– hire a technological innovation manager (to spearhead identification and
implementation of breakthrough systems that could possibly change industry
economics); and
VOL. 4 NO. 8 2014 EMERALD EMERGING MARKETS CASE STUDIES PAGE 5
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– create a position of IT Officer in each country.
Conclusion
Abbas and Kariuki did not reach a consensus about Zaidi’s ERP system that morning in
October 2011 and this left Mr Macharia wondering: Would upgrading to a higher version
create a bigger risk than remaining with the lower version? Kariuki was fearful of
overspending on a huge IT system where current functionalities required could be
addressed by a smaller system through add-ons, customization and development. She
was aware that USD100,000 would be budgeted for the upgrade of their server and
network infrastructure if they would remain with and improve B1.
Abbas, on the other hand, was worried that Zaidi was building an ever-growing company
on a small ERP system. Abbas’ fears also included RedLock’s past inefficiencies: What if
RedLock made mistakes with the customization process and turned the B1 system from an
application that was stable into a real problem for the IT department and the Group? The
partner at RedLock had explained that the reason they did not implement the system
thoroughly in 2010 was because they too were growing, resulting in some internal
inefficiencies, not to mention working with the existing limitations of SAP B1 version at that
time. It was also explained that RedLock had now sorted out its internal problems and
assured that all the needs of Zaidi could now be addressed with the latest version of SAP
B1 system (Version 8.8). But Abbas had gotten nowhere by having RedLock sign an
service level agreement stating that, in case of loss or corruption of Zaidi’s data in the
process of development, RedLock would assume full responsibility.
Did all of this mean that it was now time to upgrade to a bigger version of SAP? A typical
full-scale SAP A1 installation would require five high-performance servers and several
individual workstations connected to these servers in a virtual private network setup via
either local area network and/or wide area network connectivity (roughly USD200,000), not
to mention other costs of ownership such as implementation and training costs
(USD400,000)[9]. What if the cost of shifting to SAP A1 were to run over budget? What
would happen to a company that was already experiencing some financial difficulties
(Exhibit 5)?
Mr Macharia saw that a move to change Zaidi Oil’s SAP system entailed a number of
follow-up decisions. Was now the right time to make them, or should the company simply
improve the current one?
The other directors, none of whom were specialists in IT, were wondering what, if anything,
they could contribute to the discussion and/or to the final decision.
Notes
1. RedLock is a Gold Partner of SAP for the BI System.
2. USD1 � KES105.00
3. LPG business is one of the fastest growing OMC businesses. Zaidi currently has the second
largest facility in Kenya plus a market share of 25% in the region.
4. USD125,000 includes licenses, development, implementation and training costs.
5. Source: Authors.
6. The Spur line was built to solve the issue of the storage capacity limit given to each OMC at the
refinery. It is a direct line between Zaidi Mombasa Terminal and KPRL.
7. Abbas completed a Bachelor of Science degree in Computer Science (2005) and a Master in
Business Administration (2010).
8. Source: Authors.
9. SAP A1 will be implemented by a SAP Gold Partner from Zimbabwe that had partnered with a local
technology company. They specialized in the Oil and Gas sector.
Keywords:
Oil and Gas,
Energy Sector,
ERP,
SAP,
Kenya
PAGE 6 EMERALD EMERGING MARKETS CASE STUDIES VOL. 4 NO. 8 2014
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10. SAP Business One was not an original product of SAP. It was acquired from another company to
diversify its product portfolio catering the ERP needs of small companies.
11. Negative inventory occurs when Zaidi’s stock is nil and/or below the required volume by a
customer in one depot while stocks owned by other marketers are in their tank because of the
hospitality service.
Exhibit 1
SAP Business One solution (www.sap.com/sme/solutions/businessmanagement/business
one/index.epx, accessed 24 November 2011)
The SAP Business One (B1) was a single integrated management application for small
businesses. The application integrated all core business functions across the entire
company – including financials, sales, customer relationship management, inventory and
operations. SAP Business One was a single application, eliminating the need for separate
installations and complex integration of multiple modules.
SAP Business One[10] software included the following:
� Financial management: Automate, integrate and manage all financial and accounting
processes.
� Warehouse and production management: Manage inventory across multiple
warehouses, track stock movements and manage production orders based on material
requirements planning.
� Customer relationship management: Grow customer profitability and increase
customer satisfaction with effective sales and opportunity management and after-sales
support.
� Purchasing: Automate entire procurement process from purchase order to vendor
invoice payment.
� Reporting: Act on instant and complete information with comprehensive, real-time
reports.
Enhancements can be done by integrating modules developed by independent companies
approved by SAP. Any especial customized needs by other companies can be achieved
through its system development kit.
VOL. 4 NO. 8 2014 EMERALD EMERGING MARKETS CASE STUDIES PAGE 7
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http://www.sap.com/sme/solutions/businessmanagement/businessone/index.epx
http://www.sap.com/sme/solutions/businessmanagement/businessone/index.epx
Exhibit 2
Exhibit 3
Table EI Additional modules/add
Need/Functionality Brief description
Human Resource and
Payroll
Includes recruitment, administration of personnel benefits and
compensation, personnel development, travel management,
training and events management, time management, workflow,
payroll and employee self-service
RedLock Response: Integrate Altura, Pledge
Business Intelligence Offers best practice reports, analytics, simulations and data
warehousing tools for financial accounting, logistics, customer
relationship management and many more
RedLock Response: Business Objects will be used to fulfill this
requirement
Project Management Co-ordinates and controls all the phases of a project; involves
managing projects and sub-projects including budgeting,
execution, management, costing and simulations
RedLock Response: Enterprise Project Management module will
be added to Business One
Treasury Management Includes cash and liquidity management, loans management,
bank accounting, bank communication management, SWIFT
integration, treasury and risk management
RedLock Response: Development will be done to achieve this
requirement
Plant Maintenance Manages equipment and technical objects, maintenance and
service
RedLock Response: Variatech maintenance add-on will be used
Quality Management Includes planning, inspections, notifications, control, certificates
and test equipment management
RedLock Response: A combination of Variatech and Usability
Pack will be used
Table EII SAP B1 system limitations and RedLock response
1 Posting in closed periods for certain transactions, e.g. sales documents but not expenses
RedLock Response: Usability Pack data management and validations to be used
2 See who posted a document without actually having the rights to raise the document
RedLock Response: SAP Business One query can be written
3 An approver of a document should not be able to raise the same transactions
RedLock Response: Usability Pack data management and validations to be used
4 Negative inventory[11]
RedLock Response: Development will be done to streamline and correct the process
5 Financial report consolidation for the various countries
RedLock Response: Business Objects will be used to fulfill this requirement
6 Credit limits in system according to customer currency
RedLock Response: Business Objects will be used to fulfill this requirement
7 Bank statements can be processed by the system
RedLock Response: Templates for the import tool will need to be created per bank, once
this is done standard functionality can be used
8 Automated purchase requisitioning system
RedLock Response: Development will be done to achieve exact process match
9 Budget monitoring
RedLock Response: Usability Pack notifications will be used
10 Workflow systems
RedLock Response: Usability Pack workflow will be used
Source: Authors
PAGE 8 EMERALD EMERGING MARKETS CASE STUDIES VOL. 4 NO. 8 2014
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Exhibit 4
Exhibit 5
About the authors
Freddie Racosas Acosta is a Senior Lecturer of Information and Technology Management
at Strathmore Business School. His area of research pivots around the interplay of strategic
management and information systems, as well as on the role of new information and
Table EIII Projected cash flow for the SAP A1 project
The cost of capital is 12%
Year Cashflow (USD)
Year 0 �1,000,000
Year 1 350,000
Year 2 350,000
Year 3 400,000
Year 4 400,000
Year 5 500,000
Source: Authors
Table EIV Statement of financial position (Balance Sheet)
Balance sheet
as at January 31, 2011
Actual
Kshs
Assets
11,000,000–Non-Current Assets
11,100,000–Property, Plant and Equipment 110,406,455.00
11,200,000–Intangible Assets 33,501,750.00
Total 11,000,000–Non-Current Assets 143,908,205.00
12,000,000–Current Assets
12,100,000–Inventory 110,229,777.00
12,200,000–Trade Receivables 83,010,993.00
12,300,000–Other Receivables 99,627,775.00
12,400,000–Tax Recoverable 13,065,900.00
12,500,000–Intercompany 75,604,245.00
12,600,000–Cash and Cash Equivalents 68,102,556.00
Total 12,000,000–Current Assets 449,641,246.00
Total Assets
593,549,451.00
Liabilities
21,000,000–Current Liabilities
21,100,000–Trade Payables 395,660,129.00
21,200,000–Other Payables and Accruals 32,549,202.00
21,300,000–Taxes Payable –
Total 21,000,000–Current Liabilities 428,209,331.00
Non–Current Liabilities
Loan for Nairobi Terminal 142,800,000.00
Capital and Reserves
31,000,000–Capital and Reserves
31,100,000–Capital 10,000,000.00
31,200,000–Reserves (190,350,106.00)
Profit Period 202,890,226.00
Total Capital and Reserves 165,167,430.00
593,549,451.00
Source: Authors
VOL. 4 NO. 8 2014 EMERALD EMERGING MARKETS CASE STUDIES PAGE 9
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communication technologies for organizational learning, knowledge management,
transformation and innovation. He has studied problems of technology adoption and
information security implementation in great depth. Freddie Acosta can be contacted at:
facosta@strathmore.edu
Arlene Suson Acosta is the Managing Director of Filcom Traders and Consultants Ltd that
is based in Nairobi, Kenya. She has a PhD in Development Education with special interest
in participant-centered learning, constructivist teaching models and educational
management. She is a Strathmore Business School-trained case methodology teacher and
case writer. She previously worked at Strathmore University as a Program Manager.
PAGE 10 EMERALD EMERGING MARKETS CASE STUDIES VOL. 4 NO. 8 2014
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mailto:facosta@strathmore.edu
- Zaidi Oil: the SAP ERP dilemma
Oil product consumption in Kenya by product
History and company highlights
It needs assessment
Stage 1: Enhance existing “Foundation” solutions
Stage 2: Core business solutions rollout (Forecourt and related “New force in energy …)
Stage 3: advanced solutions
Conclusion
Exhibit 1
Exhibit 2
Exhibit 3
Exhibit 4
Exhibit 5
1
GUIDE: DISCUSSION FORUMS
Discussions are used to enhance the higher-order thinking skills and creativity of
business students. Discussion comments should be substantive, raise questions, suggest
alternatives, probe for more information, offer recommendations, etc. Replies to initial postings
should be relevant and useful. As mentioned before, avoid “one-liners” and “I agree”
statements that are not supported with an explanation (no credit points for one-liners!).
It is possible–in fact likely–that you will not get a response to everything you post. Since
this course is based on collaborative learning, we expect that participants give and receive
feedback to and from each other. You will be graded on your first comments (initial response to
the question of the forum and your first reply to one of the other students’ initial response to
the question of the forum).
Asynchronous communication forums have many advantages, including the discussion
of multiple perspectives. You may be more confident to “speak up,” less distracted than in a
typical classroom, and you can enhance your higher-order thinking via exposure to multiple
opinions and perspectives.
NOTE: Do not use attachments in the Moodle discussion forums! Instead cut and paste your
responses from your Word documents into the forum. (Short responses can be typed directly
into the forum box). I will not open the attachment and therefore will not be able to grade your
comments. Also, your classmates will appreciate being able to read your note immediately
without having to click several times and wait for the document to open.
Discussion Forum submission requires TWO steps:
o Step 1: Turnitin Check for your initial response (Submit Here First for Turnitin
Check)
§ First, submit your response as a Microsoft Word file to the
Forum Discussion assignment link via the submission box shown below.
§ A Turnitin score will be generated. If not at 20% or less, resubmit
assignment until the threshold is achieved.
§ Allow 24-36 hours for Turnitin report generations.
§ Submissions that stop in step one will receive a zero. You must get the
report from Turnitin AND then start Step 2 to get a grade (READ AGAIN).
o Step 2: Discussion Forum (After Turnitin Check)
§ Second, once your ‘response’ has received a Turnitin score of 20% or less,
copy and paste the same information/assignment to the Discussion
2
Forum link. You must submit your ‘response’ to the forum for final
grading.
Turnitin Requirements:
• For each case analysis, your similarity score must meet a threshold of no more than
20%.
• A ‘response’ with greater than 20% similarity must be revised and resubmitted to
Turnitin until the 20% threshold is achieved.
• For resubmissions, it may take up to 24 hours for a new similarity score. No extension
will be offered if your similarity score is high. DO NOT include your reference list when
uploading to Turnitin to lpower the similarity score. Do not forget to add the reference
list back to your post in actual forum.
• A ‘response’ with more than 20% threshold will receive a zero.
DISCUSSION FORUM RUBRIC
Several assignments require you to participate in Moodle discussion forums!
Participation will be measured according to the thoughtfulness of response, the accuracy of
response, and the quality of writing.
Discussion comments should be substantive, raise questions, suggest alternatives, probe
for more information, offer recommendations, etc. Replies to initial postings should be relevant
and useful. Avoid “one-liners” and “I agree” statements that are not supported with an
explanation (no credit points for one-liners!).
– You should also develop a dialog with those who responded to your initial post. Refute
or concede your classmates’ viewpoints (disprove or admit that the other side has a valid point
and say why you think so).
To count as an acceptable response to conceptual problems, your initial responses and
feedback to classmates must include explanations and justifications, citing the sources you used
(including your textbook). An acceptable answer will also apply the concepts from the
textbook/lecture. Forum posts that do not relate directly to the problem(s) being discussed or
do not have any logical justification and are only thoughtless replies will not count as
acceptable responses.
All forum posts must be written in Standard English, using accepted norms of
capitalization, spelling, grammar, and punctuation. Any posts submitted after the deadline will
not be graded (you will receive a zero).
3
Specific guidelines will accompany each assignment. If your assignment is a discussion-
board post, you will need to post your initial response by Wednesday night (11:00; CST) or at
the latest by Thursday night (11:00 pm; CST) with 5 points penalty.
IMPORTANT: If you post your initial response after Wednesday 23:00 CST and before
Thursday 23:00 CST your response will be graded, but 5 points will be deducted (read this
sentence again!). Post your feedback to your classmates by Saturday night (11:00 pm; CST)
unless instructed otherwise. Late submissions will not be accepted.
Each forum responses are typically worth 30 points. Only for high-quality initial
responses (and for substantive response/feedback to your classmates) will you receive all the
points possible. Substantive responses show the depth of understanding, demonstrate insight
into the material, and are free from spelling and grammar mistakes. Here is a breakdown of the
points:
Initial Post Rubric:
a. Zero points = failure to post
b. 2-3 points – comment is not relevant to the course materials.
c. 4-6 points – comment is related to course material but lacks substantive content. Example:
“The book says that ‘effective goodwill messages must be sincere and honest….’ I agree.”
d. 7-14 points – creative response related to the course material. But fail to include and cite
external materials (e.g., academic articles, web pages, etc.). Example: “The book says that
‘effective goodwill messages must be sincere and honest….’ I agree. My own experience
taught me that …”
e. 15-25 points – going beyond creative response related to the course material and citing at
least TWO external (NOT your textbook) resources (preferably recently published academic
journal articles), and providing examples to enrich your answer and argument. Note: You
must follow APA format in your all citations (i.e., in-texts and reference lists; extra 2 points
will be deducted for each incorrect citations; max 8 points). Extra 10 points will be
deducted if your initial post is less than 250 words (excluding refrences).
f. 25-30 points – comment has all the characteristics mentioned in section “e” and also has
been posted early enough (before Wednesday 23:00 CST) in the week allowing others to
provide feedback and contribute to the information exchange.
Also, 10 Points will be assigned for responses and feedback to other students. Your
responses/feedback must be substantive, enriched by citing resources, and providing examples
based on your experience or readings. You cannot get full credit unless your feedback shows
that you critically thought about and analyzed your classmates’ or teammates’ responses. You
must reply first to someone that has no replies (so that there is a fairly even distribution for
each student).
4
Responses/feedback Post Rubric:
Zero points = failure to post
1 point – response/feedback is not relevant to the initial post and to the course materials.
2-3 points – response/feedback is related to the initial post and the course materials but lacks
substantive content.
4-6 points – creative response/feedback related to the initial post and the course materials. Or,
you have responded thoughtfully from your own experience, only.
7-10 points – going beyond creative response/feedback related to the initial post and the
course material and referring and citing at least ONE external (NOT your textbook) resource
(preferably recently published academic journal article(s) and/or web pages, and providing
example (s) to enrich your response. Note: You must follow APA format in all citations (i.e., in-
texts and reference lists; extra 2 points will be deducted for each incorrect citations; max 4
points).
Note: Only the first response of each student to the initial response of a peer will be graded.