Scribd Logo
Upload

Welcome to Scribd!

  • 90 views

    Aviall Inc.: From Failure To Success With Information Technology

    Uploaded by

    Bùi Danh Nhân
    "I wanted pigs; I didn't want chickens," says avlon Lacik. Lacik hired a company that created software "adapters" software adapters let different pieces of software swap data. "Hot-shot developers don't like middleware," says Sybase's Bob Breton.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd

    Aviall Inc.: From Failure To Success With Information Technology

    Uploaded by

    Bùi Danh Nhân
    90 views2 pages
    "I wanted pigs; I didn't want chickens," says avlon Lacik. Lacik hired a company that created software "adapters" software adapters let different pieces of software swap data. "Hot-shot developers don't like middleware," says Sybase's Bob Breton.

    Original Title

    Mis 3

    Copyright

    © Attribution Non-Commercial (BY-NC)

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    "I wanted pigs; I didn't want chickens," says avlon Lacik. Lacik hired a company that created software "adapters" software adapters let different pieces of software swap data. "Hot-shot developers don't like middleware," says Sybase's Bob Breton.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    90 views2 pages

    Aviall Inc.: From Failure To Success With Information Technology

    Uploaded by

    Bùi Danh Nhân
    "I wanted pigs; I didn't want chickens," says avlon Lacik. Lacik hired a company that created software "adapters" software adapters let different pieces of software swap data. "Hot-shot developers don't like middleware," says Sybase's Bob Breton.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    You are on page 1of 2

    ~EAl WORLD

    ~Gl)

    Chapter 1/ Foundations

    of Information

    Systems in Business

    39

    Aviall Inc.: From Failure to Success with Information Technology


    Three, to hire another software supplier. In this case, Aviall could get a small infantry to address the problem, and, watching over its shoulder, gain competency in-house to maintain the fix for the long term. This was Lacik's choice. Plus, in Lacik's view, a supplier of software designed to fix a specific problem is hooked. If the software doesn't work as advertised, it's got to be fixed or it's not saleable elsewhere. The difference between hiring a consultant and hiring a coding company is the difference between eggs and ham. With eggs, the chicken is involved. With ham, the pig is committed. "I wanted pigs; I didn't want chickens," Lacik says. The "pigs" came from New Era of Networks, an Englewood, Colorado, company whose products attempt to overcome "language barriers" afflicting software used by large corporations. New Era, acquired subsequently by database pioneer Sybase of Dublin, California, created software "adapters" that would let the different pieces of software swap data. Simply put, when two pieces of software call the same piece of data, an adapter figures out what has to be done. The adapter transfers that piece of data between the two programs, making sure it ends up in the right place. Then each program that receives it can process the data further. With this approach, the various applications don't even have to know the others exist. "The edges don't have to be aware of each other," says Bob Breton, senior director of product strategy at Sybase. "All the transformations and decisions take place in the middle." Simple in concept, but a hard sell nonetheless. It was a hard sell to Aviall's finance department because the adapters in place would wind up costing an extra $1 million. It also was a hard sell inside Aviall's information technology department. "Hot-shot developers don't like middleware," Lacik says. "That's like saying to Picasso that there's a paint-bynumber [answer] ready to go." Lacik freed his own developers to work on custom code that would actually improve functions in the distribution facility. But even asking a software supplier to troubleshoot problems is not as easy as it sounds. One of the most important connections would be between the Lawson software and the Siebel software, enabling a sales representative to assure a customer that an order could be fulfilled. The Siebel customer service software would have to draw information on the prices and availability of parts from Lawson. Figuring out how to do that took two years-and Lawson even brought in e-business consultants from accounting firm Grant Thornton to hammer out the connections with Siebel. Lacik, too, pushed Sybase hard to deliver on its promise that it could make the Lawson and Siebel programs talk to each other. But when the moment of truth arrived, nothing much happened. "When we plugged into the Siebel adapter, there wasn't much rockin' and rollin' going on," says Lacik.

    hen Joe Lacik arrived at Aviall in January 2000 as ChiefInformation Officer (CIa), the supplier of airplane parts and components had lost control of its inventory. Aninstallation of Lawson Software to keep track of the availability and prices of the 360,000 parts it buys and then supplies to airplane operators and owners had gotten "ugly," hesays.The company couldn't count on the price-tracking software to work with its warehouse management and inventory control software from Catalyst International, or its purchasing-forecasting software from Xelus. The result? The wrong parts got to the wrong customers. And sometimes,not even that-it got so bad that in some instances Aviallsent empty boxes to its customers, Lacik says. The company's sales fell 8 percent, from $404.2 million in 1998 to $371. 9 million in 1999. So when Lacik and new Chief Executive Paul Fulchino arrived in the first month of 1000, the charge was simple: Clean up the mess. "AviaIJ didn't have a middleware vision," says Mike Jusrice,who handled the account for Lawson. Translation: Aviall hadn't figured out what it needed to get all of its new software products to work together. Yes, the wounds were self-inflicted. Aviall's own technologystaffhadpicked the software and installed it. Aviall had committed to spending as much as $40 million onoverhaulingits hardware, software, and facilities. But the overhaul was double-edged. At the same time that Lacik had tocomeup with a "middleware vision," the company's headquarters and operations were moving to Dallas-Fort Worth International Airport. A new 200,000-square-foot warehouse wouldreplace a 132,OOO-square-foot facility in Farmers Branch, fivemiles away. This was supposed to be a crowning moment. Besides improving operations and lowering cost, the new building would sport "an impressive facade," according to Senior VP ofOperationsCharles Kienzle. That would be good for marketing. But it could backfire if the company's systems didn't work right. Lacik'sanswer? Find a way to get the Lawson, Xelus, and Catalyst software to exchange data. And while tackling that task,make sure the data also could be swapped with other keyapplicationsbrought in to help it fill boxes: its new customerservice software from Siebel Systems and its Web commerce software from BroadVision. Broadly, Lacik had three choices: one, to fix the problem in-house,with existing staff. Not an option, really, because oncethe fixwas done, he'd have to let folks go. Two,to use an outside consultant. But then it was only a matterof time before some "very polished, highly paid individuals put their arm around my shoulder and say, 'we didn't realize this application has a real flaw.'" The invariable solution:"It's OK, it'll only cost you another $1 million and I'll fixit foryou."

    40

    Module J I Foundation Concepts

    Eventually, the adapter got fixed. And Lacik would find that "the technology is the easy part" when installing something like Siebel's customer relationship management (CRM) application. First, he now says, you have to change the sales force. Or at least how it conducts business. "The vast majority of CRM projects fail; and the reason is you have to change the behavior of the sales force," he says. In this case, Aviall's sales force needed to get used to having their actions measured, Lacik contends. For the first time, the number of sales calls a month, the types of customers called on, and the reasons why, all would be tracked. Aviall's number of inside sales and customer service representatives dropped, by about five heads, in the adjustment. But technically hard parts were still to come. When it came to mimicking the system that its 250 inside sales, branch, and customer service people used to manage orders, it was not an overnight proposition. "We didn't want to re-create the order-entry process," says Lacik. In this case, the technology staff "didn't even know the right questions to ask" in order to create a new computer-based system. It has taken about 20 "yeah, but" sessions with salespeople, so far, to figure out what's needed. And it has taken nearly three years, because issues as simple as whether a customer has sufficient credit to make a purchase have to be handled deftly. In the past, whether a customer had enough

    credit to complete the sale wasn't figured out until after all the other details of the transaction were finalized. Now, the customer is first kicked over to the credit department (which also uses Siebel) for review and assistance. But the resuscitation of Aviall's sales didn't depend solely on the launch of the order management system. With adapters in place, salespeople working the Siebel system could immediately check prices and availability of parts by querying the Lawson system. And the combination of Xelus and Catalyst made sure that the right parts got to the right customers at the right time. 0 empty boxes. ew radio guns help speed up the order-picking inside the warehouse. And as customers visit the distribution facility, the largest in the aviation parts business, it is making the "very strong visual impression" that Kienzle hoped for. Sales grew at not just double-digit rates, but almost doubled-to $222 million in the September 2003 quarter, up from $127.8 million the previous year. The big impetus: a $3 billion, 10-year contract to sell a.nd distribute spare parts for a widely used engine made by Rolls-Royce PLC, signed after the building was completed. It was the biggest deal in Aviall history. When you fly into the dark, such results aren't guaranteed. You get "arrows in the back, sometimes," says Justice. "Sometimes, it pays big dividends."
    Source: Adapted from Tom Steinert-Thelkeld, "Aviall Thinks Outside the Box," Baseline, January 17,2003. Copyright 2005 by Ziff-Davis Media, Inc. All rights reserved.

    CASE STUDY QUESTIONS


    1. Why do you think that viall failed in their implementation of an enterprise resource planning system? What could they have done differently? 2. How has information technology brought new business success to Aviall? How did IT change Aviall's business model? 3. How could other companies use Aviall's approach to the use ofIT to improve their business success? Give several examples. 1. Go to viall's website at www.aviall.com and look through some of the case studies of business solutions that Aviall provides to its customers. See if you can find evidence of successes directly related to the new system. 2. Sometimes, big failures can become big successes when working with innovative applications of technology. Break into small groups with your classmates and discuss your thoughts as to why it seems a failure has to happen first. Is it because we don't hear about the successes unless they come from a failure? How can we learn from the failures in applying innovative technologies so that more successes can be realized?

    You might also like