SISTEM INFORMASI DAN PENGENDALIAN INTERNAL

Analisis ERP pada FoxMeyer Drug

DISUSUN OLEH:

KELOMPOK 7

Akmal Ansori 17/421426/EE/07250

Novalia Rahmadani 17/421457/EE/07281
Rista Prima Pradani 17/421461/EE/07285
Yulianita Danti Sukardi 17/421471/EE/07295

PENDIDIKAN PROFESI AKUNTANSI

FAKULTAS EKONOMIKA DAN BISNIS
UNIVERSITAS GADJAH MADA
2018
 In December 1995, FoxMeyer Drug was a $5 billion-a-year company, one of the leaders
among distributors of pharmaceuticals. A year later, it had gone into Chapter 11 bankruptcy
proceedings, and a renowned turnaround artist had thrown up his hands in despair. The company
was later sold for just $80 million to archrival McKesson. How could such a huge corporation
have gone so wrong so fast? FoxMeyer's old Unisys mainframe was creaking under the strain. It
could only track inventories daily, for example, as shipments came and went-not minute by
minute, as had become the standard at some competitors. Many of its 30 warehouses across the
country were older buildings operating on clunky software. So FoxMeyer decided to invest in
Enterprise Resources Planning (ERP), which has become the Big Business Fix of the '90s. The
idea is to knit all of a company's diverse operations into a single, sophisticated reporting and
planning system. When a product is manufactured, for instance, a database would be updated
automatically so that the shipping department would know it had one more gizmo to deliver. The
purchasing department would know that one more gizmo had come off the assembly line,
helping it decide when to order more parts. The finance department would know to generate an
invoice to go out with the gizmo. And so on.
Many companies not only implement ERP systems to attempt long leapfrogs in efficiency
but to transform their cultures. "In the last couple of years, we've seen more and more larger
companies decide that they're going to take ERP to the wall," says Chris Jones, vice president of
manufacturing applications for Gartner Group, a Stamford, Conn.-based information-technology
research and consulting concern. FoxMeyer started with the idea that it would install an ERP
system to process the hundreds of thousands of order requests that the company received each
day. The system would manage the packaging and routing of pharmaceuticals from dozens of
vendors to thousands of hospitals, clinics, drug stores, and other customers. FoxMeyer purchased
software from the dominant supplier, SAP. The company hired Andersen Consulting and other
consultants to help with the installation.
Simultaneously, FoxMeyer decided to install a new warehouse-automation system,
increasing the complexity of its plans. FoxMeyer bought from an experienced vendor, McHugh-
Freeman, whose system was to automatically "pick" more than 80% of outgoing orders from
shelves in warehouses. At the same time as it was installing those huge automation systems,
FoxMeyer was pursuing an enormously important contract, a $1 billion-a-year deal from
University HealthCare, a huge consortium of teaching hospitals across the country. FoxMeyer's
trump card was the promise of bargain-basement prices because it was anticipating $40 million a
year in cost savings from the ERP implementation. FoxMeyer won the contract.
But, in addition to increasing significantly the expected load on the ERP system, the new
contract prompted management to order a speed-up of implementation of some parts of the SAP
software package by three months. Thus, a new software system that originally had been
expected to provide a cushion for order growth for the next several years instead became an
immediate necessity just to service business that the company already had taken on. By early
1996, the new systems already were taking on water. The warehouse began to mishandle
millions of dollars worth of orders. Sometimes, the orders didn't go out at all. Sometimes, orders
were sent twice. The picking and packaging equipment often broke down, at times forcing troops
of temporaries to put orders together by hand.
It became apparent that FoxMeyer couldn't service the entire University HealthCare
contract, so it had to release some regions of the country, such as the Northwest, to competitors.
In early 1997, FoxMeyer announced that it would swallow a $34 million charge related to
uncollectible costs on customer orders and to inventory problems. Stock in FoxMeyer's parent,
which had risen to $26 a share in December 1995, crashed to around $3. McKesson agreed to
pluck FoxMeyer's assets out of Chapter 11 for just $80 million.

Pertanyaan:
1. Analisis tantangan ERP sistem apa saja dari kasus yg ada!
2. Supaya tidak terjadi lagi/gagal apa yg bisa dilakukan?

Jawaban:
1. Tantangan:
a. Terlalu banyak gudang pasti akan menghasilkan banyak data sehingga akan memicu
eror pada ERP yang diterapkan.
 b. Karena sebelumnya menggunakan perangkat lunak yang “kikuk” maka akan sulit
bagi karyawan jika ada sistem baru.
c. Pengimplementasian yang memakan waktu karena harus melayani seluruh kontrak
Universitas HealthCare sekaligus.
d. Budaya perusahaan yang berubah yang awalnya manual menjadi otomatisasi.
e. Mengeluarkan biaya untuk membeli perangkat lunak SAP dan harus
memperkerjakan konsultan untuk membantu pemasangan.

2. Supaya tidak terjadi lagi/gagal apa yg bisa dilakukan?

Kegagalan:
- Gudang mulai salah menangani pesanan jutaan dolar.
- Pesanan tidak keluar sama sekali.
- Pesanan dikirim dua kali.
- Peralatan petik dan pengemasan seringkali rusak, kadang-kadang memaksa pasukan
temporer untuk membuat pesanan bersama dengan tangan.
- FoxMeyer tidak dapat melayani seluruh kontrak Universitas HealthCare.

Solusi:
1. Meningkatkan pengendalian.
2. Memberikan pelatihan kepada karyawan lama tentang sistem yang baru.
3. Harus adanya sinkronisasi antara sistem dan alat yang dipakai.
4. Karyawan harus mengecek status sistem secara berkala.
5.