What major trends do you think are reshaping how we think about software? What industries and firms are potentially impacted by these changes? Why do managers, investors, and technology buyers care about these changes? Which organizations might benefit from these trends? Which might be threatened? Why? How is Microsoft and other software manufacturers combating the threat of open source software and other free tools that compete with its commercial products? Do you think that this is the best way to handle the situation in the future? Why do certain entry barriers decrease as a result of cloud computing? What is the effect of lower entry barriers on new entrants, entrepreneurship, and venture capital? On existing competitors? In your opinion, how does the visioning phase of the Bombardier ERP project impact the rest of the project? What organizational outcomes did Bombardier expect with a successful ERP implementation? What are the advantages and disadvantages of a phased system roll-out for Bombardier? Typically, CRM systems are components of ERP systems. What is lost and gained when a CRM system is not connected or a part of an ERP system? List 5 of the most important concepts or knowledge that you gained from this week’s activities. And find the Attached file. View Less >>
Joseph-Armand Bombardier was 15 years old when he built his first snowmobile by propelling a farm sleigh across snow with the engine from a Model T Ford (CBC Archives). From these humble beginnings, Bombardier went on to become a key player in the transportation industry. It entered the rail transportation market in 1974, with a contract to produce 423 subway cars for the City of Montreal. A contract to supply New York City with 825 subway cars followed eight years later (CanadianBusiness.com). Bombardier’s desire to diversify led it to enter the aerospace industry in 1986, when it purchased Canadair, the leading Canadian aircraft manufacturer. Bombardier acquired Short Brothers plc, a manufacturer of civil and military aircraft based in Northern Ireland, in 1989, and Lear Jet Corporation in 1990 (Koselka, 1992). Bombardier made its final major acquisition in the aerospace industry in 1992, with the purchase of the de Havilland Company from Boeing (a timeline is provided in Appendix 1). For the year ending January 31, 2007, Bombardier Limited reported revenues of $14.8 billion. The Aerospace and Transportation divisions contribute fairly equally to total revenues. Bombardier Aerospace is now the third largest designer and manufacturer of commercial aircraft in the world, after Boeing and Airbus, and the leading producer of regional aircraft. It is one of the two largest manufacturers of business aircraft in the world (Hoovers Online), with the widest range of business jets in the market (Canadian Business Resource). The Montreal-headquartered Aerospace division employs more than 27,130 people across 13 facilities worldwide (Bombardier – About Us). Six facilities are located in Canada, six in the United States, and one in Northern Ireland (Bombardier – About Us). The division’s management and administration employees are predominantly based in Montreal, Canada. Bombardier Aerospace’s various plants have specific roles in the completion of different aircraft. These roles include component manufacturing, component assembly, final assembly, painting and interior completion, and pre-flight testing and delivery. Get solution

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