Riordan Manufacturing ERP Change Management Plan
This paper presents a change management plan for Riordan Manufacturing, a multi-billion dollar plastics manufacturer seeking to implement an integrated enterprise resource planning (ERP) system across all of its locations. The paper identifies key operational problems caused by fragmented, location-specific finance and accounting systems—including data reconciliation delays, outdated executive reporting, and supply chain inefficiencies. It outlines a phased project approach covering planning, implementation, training, and closure, and discusses the expected benefits of a unified ERP platform, including real-time data access, reduced transaction costs, improved productivity, and enhanced regulatory compliance.
- Overview of the Need for Change: Why Riordan needs a new software platform
- Current System Inefficiencies: Problems caused by fragmented, independent systems
- Project Approach and Phased Rollout: Phased implementation strategy using internal project team
- Expected Benefits of ERP Integration: Cost, time, and productivity gains from ERP
- Planning and Next Steps: Integrated modules, training, and comprehensive project planning
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What makes this paper effective
- The paper clearly identifies a concrete organizational problem—fragmented accounting systems across multiple locations—and connects it directly to the proposed solution, giving the argument a logical foundation.
- It demonstrates awareness of real-world implementation challenges, including employee training needs, business interruptions, and process standardization across sites.
- The paper maintains a professional, managerial tone appropriate for a business change management document.
Key academic technique demonstrated
The paper uses a problem-solution structure common in business and management writing. It first establishes the operational pain points in detail, then proposes a specific remediation strategy (phased ERP rollout), and finally articulates measurable outcomes. This technique grounds the recommendation in observable organizational need rather than abstract theory.
Structure breakdown
The paper opens by introducing Riordan Manufacturing and identifying the gap between current fragmented systems and business needs. It then diagnoses the inefficiencies created by those systems, proposes a phased project approach with defined stages, outlines the anticipated benefits of integration, and closes by calling for comprehensive project planning as a next step. Each paragraph builds logically on the one before it.
Overview of the Need for Change
Through development and the addition of new facilities, Riordan Manufacturing has determined that a new software platform is needed to make the company more competitive. Riordan Manufacturing is a multi-billion dollar plastics manufacturer that makes good use of top-of-the-line technological equipment at its home base in San Juan. However, the company has yet to implement a complete enterprise resource planning (ERP) software platform across many of its locations. Some locations have finance and accounting departments that operate completely independently of the parent company, and their data must be re-entered manually into the main system. Furthermore, reconciling data between these separate systems requires a significant amount of effort, and the information that top executives have access to is not up-to-date at any given time.
Current System Inefficiencies
Riordan, given its size and market position, urgently needs a platform upgrade at many of its locations. Running different software systems creates a vast amount of waste and has led to production delays and supply chain inefficiencies. The lack of a unified system means that data flows poorly between departments and locations, making it difficult for management to make timely, informed decisions. These fragmented operations represent a significant competitive disadvantage that a standardized ERP platform is well positioned to address.
Project Approach and Phased Rollout
A project must be initiated to upgrade the existing systems, and it will include phases such as planning, implementation, training, and closure. Riordan can update these systems one by one using a phased rollout approach, supported by an internal project team dedicated to the system upgrades. This change management strategy will represent an important transition for many employees as they begin using more modern, integrated software. By proceeding in stages rather than attempting a single large-scale cutover, the organization can manage risk more effectively and allow teams to adapt incrementally.
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