At the end of 2002, Sintelon entered in strategic partnership with Tarkett, as a privatized, well-organized and restructured company with implemented ERP software as well as with the potential for investment and growth in the broad area of Europe and Asia. The direction of restructuring of Sintelon was defined and elaborated primarily in three documents - studies: Revision assessment of the proposed new organization of Sintelon, The functioning of Sintelon after restructuring and Sintelon strategic planning methodology. The new organizational solution implied formation of divisions based on criteria of business areas (business lines) while maintaining strategic support functions at the company level. The improvements in the information system made possible for hundreds of people within the company to have better understanding of the links between financial and non-financial elements of the business, to develop more precise and detailed plans and to better understand the overall busines...s process.
U strateško partnerstvo sa Tarket-om Sintelon je, krajem 2002. godine, ušao kao privatizovana, odlično organizovana i restrukturirana kompanija sa implementiranim EPR softverom kao i sa potencijalom za investiranje i rast na širokom prostoru Evrope i Azije. Pravac restrukturiranja Sintelona definisan je i razrađen, pre svega, u tri dokumenta - studije: 'Reviziona ocena predloga nove organizacije Sintelona, Funkcionisanje Sintelona posle restrukturiranja i Sintelon metodologija strategijskog planiranja. Novo organizaciono rešenje podrazumevalo je formiranje divizija na bazi kriterijuma poslovnog područja (biznis linije) uz zadržavanje strategijskih funkcija za podršku na nivou preduzeća. Unapređenja u informacionom sistemu omogućila su da na mnogo mesta u kompaniji stotine ljudi bolje sagleda veze između finansijskih i nefinansijskih elemenata poslovanja, preciznije i detaljnije planira i bolje razume ukupan proces poslovanja.
Keywords:
restructuring / organizational design / information system / privatization / restrukturiranje / dizajniranje organizacije / informacioni sistem / privatizacija
TY - JOUR
AU - Mrđa, Nebojša
PY - 2016
UR - http://rfpn.fpn.bg.ac.rs/handle/123456789/593
AB - At the end of 2002, Sintelon entered in strategic partnership with Tarkett, as a privatized, well-organized and restructured company with implemented ERP software as well as with the potential for investment and growth in the broad area of Europe and Asia. The direction of restructuring of Sintelon was defined and elaborated primarily in three documents - studies: Revision assessment of the proposed new organization of Sintelon, The functioning of Sintelon after restructuring and Sintelon strategic planning methodology. The new organizational solution implied formation of divisions based on criteria of business areas (business lines) while maintaining strategic support functions at the company level. The improvements in the information system made possible for hundreds of people within the company to have better understanding of the links between financial and non-financial elements of the business, to develop more precise and detailed plans and to better understand the overall business process.
AB - U strateško partnerstvo sa Tarket-om Sintelon je, krajem 2002. godine, ušao kao privatizovana, odlično organizovana i restrukturirana kompanija sa implementiranim EPR softverom kao i sa potencijalom za investiranje i rast na širokom prostoru Evrope i Azije. Pravac restrukturiranja Sintelona definisan je i razrađen, pre svega, u tri dokumenta - studije: 'Reviziona ocena predloga nove organizacije Sintelona, Funkcionisanje Sintelona posle restrukturiranja i Sintelon metodologija strategijskog planiranja. Novo organizaciono rešenje podrazumevalo je formiranje divizija na bazi kriterijuma poslovnog područja (biznis linije) uz zadržavanje strategijskih funkcija za podršku na nivou preduzeća. Unapređenja u informacionom sistemu omogućila su da na mnogo mesta u kompaniji stotine ljudi bolje sagleda veze između finansijskih i nefinansijskih elemenata poslovanja, preciznije i detaljnije planira i bolje razume ukupan proces poslovanja.
PB - Savez ekonomista Srbije, Beograd
T2 - Ekonomika preduzeća
T1 - How organizational design and ERP implementation have become investment in competitiveness: The case of 'Sintelon'
T1 - Kako su dizajniranje organizacije i implementacija ERP softvera postali investicija u konkurentnost - slučaj 'Sintelon'
EP - 401
IS - 5-6
SP - 393
VL - 64
DO - 10.5937/ekopre1606393M
ER -
@article{
author = "Mrđa, Nebojša",
year = "2016",
abstract = "At the end of 2002, Sintelon entered in strategic partnership with Tarkett, as a privatized, well-organized and restructured company with implemented ERP software as well as with the potential for investment and growth in the broad area of Europe and Asia. The direction of restructuring of Sintelon was defined and elaborated primarily in three documents - studies: Revision assessment of the proposed new organization of Sintelon, The functioning of Sintelon after restructuring and Sintelon strategic planning methodology. The new organizational solution implied formation of divisions based on criteria of business areas (business lines) while maintaining strategic support functions at the company level. The improvements in the information system made possible for hundreds of people within the company to have better understanding of the links between financial and non-financial elements of the business, to develop more precise and detailed plans and to better understand the overall business process., U strateško partnerstvo sa Tarket-om Sintelon je, krajem 2002. godine, ušao kao privatizovana, odlično organizovana i restrukturirana kompanija sa implementiranim EPR softverom kao i sa potencijalom za investiranje i rast na širokom prostoru Evrope i Azije. Pravac restrukturiranja Sintelona definisan je i razrađen, pre svega, u tri dokumenta - studije: 'Reviziona ocena predloga nove organizacije Sintelona, Funkcionisanje Sintelona posle restrukturiranja i Sintelon metodologija strategijskog planiranja. Novo organizaciono rešenje podrazumevalo je formiranje divizija na bazi kriterijuma poslovnog područja (biznis linije) uz zadržavanje strategijskih funkcija za podršku na nivou preduzeća. Unapređenja u informacionom sistemu omogućila su da na mnogo mesta u kompaniji stotine ljudi bolje sagleda veze između finansijskih i nefinansijskih elemenata poslovanja, preciznije i detaljnije planira i bolje razume ukupan proces poslovanja.",
publisher = "Savez ekonomista Srbije, Beograd",
journal = "Ekonomika preduzeća",
title = "How organizational design and ERP implementation have become investment in competitiveness: The case of 'Sintelon', Kako su dizajniranje organizacije i implementacija ERP softvera postali investicija u konkurentnost - slučaj 'Sintelon'",
pages = "401-393",
number = "5-6",
volume = "64",
doi = "10.5937/ekopre1606393M"
}
Mrđa, N.. (2016). How organizational design and ERP implementation have become investment in competitiveness: The case of 'Sintelon'. in Ekonomika preduzeća
Savez ekonomista Srbije, Beograd., 64(5-6), 393-401.
https://doi.org/10.5937/ekopre1606393M
Mrđa N. How organizational design and ERP implementation have become investment in competitiveness: The case of 'Sintelon'. in Ekonomika preduzeća. 2016;64(5-6):393-401.
doi:10.5937/ekopre1606393M .
Mrđa, Nebojša, "How organizational design and ERP implementation have become investment in competitiveness: The case of 'Sintelon'" in Ekonomika preduzeća, 64, no. 5-6 (2016):393-401,
https://doi.org/10.5937/ekopre1606393M . .
