The Nike Case study is a pool of lessons on management. It has a reliable knowledge on forecasting, aggregate planning, ERP modules, and implementation. The company recognizes the significance of each of these elements and purposes to employ each of them.
According to the case, forecasting is one of the main elements that are extremely useful in management. It refers to act of predetermining some activities in a business. The case portrays it as an extremely useful tool to ensure that the information being predetermined remains relevant and useful only to the given organization. The case is educative on forecasting act as a goal setting process where the company defines the goals it would wish to achieve within a given a period. The Nike case study teaches that it is adequate to have forecasting as one of the key elements that every organization should employ as it purposes to pursue a given line of business. It prepares the company for the action line towards the goals of the organization (Boston 43).
Aggregate planning is the other main element useful in management that can be extracted from the case study. This is an extremely unique business strategy where a company can match the supply and the demand of the organization through determination of appropriate quantities as well as outputs timing. The case study proves that aggregate planning is vital for every organization. The case study shows no need for being ignorant of facts of exclusive benefits aggregate planning. There are massive merits that will come out of having supplies and demands determined before the actual activities take place. According to the case study, this places the company at a point where it has no over production because of lack of adequate production plans. Every company should be aware of the average demand it expects and as well as the supplies, that will give optimal production in the company (Friend 56).
ERP (Enterprise Resource Planning) modules are significant set of tools for planning on how resources of an organization should be used. The case study is educative on that there is need for exclusive respect of all the resources in an enterprise. It also stipulates that it is knowledgeable to understand that all resources in an enterprise are equally significant. Therefore, there is exclusive need for having proper plan on how resources in an organization should e outlined and why they are all crucial in defining success of an organization. Since all resources are useful in production, all of them should be used in the right quantity and manner. The owner of an enterprise needs to fashion exclusive efforts that will ensure that the resources of the organization are well matched and exclusive efforts are employed to ensure optimal use of all the necessary resources (Carroll 34).
Implementation is the other most crucial element that the case study tries to bring forth. It is clear from the case study that it would be in vain, if not all the plans of an organization were put into practice. The case study defines this as the process of actualizing the plans that people employ towards a given business line. According to the case study, the plans would remain void if the owners of a business did not implement them to the ground. The individuals must be out to implement every plan that they had come up. The implementation process is usually challenging and is full of difficulties in defining what needs to be done during the process. The case study shows that at some point, the plans may be unrealistic and extensively difficult to achieve following lack of adequate sensitivity and reliability of the principles within the plan. However, planners should come up with ideas that are ideally practical or easy to implement. (Boston 78).
Works Cited
Boston, Michael B.. The Business Strategy of Booker T. Washington Its Development and Implementation.. Gainesville: University Press of Florida, 2010. Print.
Carroll, Brian J.. Lean performance ERP project management implementing the virtual lean enterprise. Boca Raton: Taylor & Francis, 2008. Print.
Friend, Graham. Guide to business planning. London: Economist in association with Profile Books, 2004. Print.
