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Semi-con Industries is a global semiconductor manufacturer with operations in the United States, Europe, and Hong Kong. Revenue for the past fiscal year was approximately US $5 billion. The company specializes in component parts for electronic devices such as cell phones, PCs, video game consoles, and routers. The company has experienced rapid growth during the past decade- primarily through acquisitions of foreign competitors. The company is based in San Jose, Calif., where its founder, Alexander Pameta, started the company in 1982. Mr. Pameta, a European immigrant, is the CEO and chairman of the board for Semi-con and is engaged heavily in all aspects of the company. While Mr. Pameta is a visionary and is highly regarded in the industry, his hands-on leadership style typically undermines decisions of his key lieutenants. There is high turnover at the vice president level. The company's manufacturing operations are heavily decentralized, which is primarily a result of acquisitions that have not been fully integrated. The ERP system installed last year was significantly over budget and had many implementation problems resulting in some modules, such as payroll and purchasing, being cut from the initial release. These functions continue to use legacy systems for transaction processing. The legacy systems process enormous amounts of data and rely heavily on manual input processes. Because of the implementation issues with the ERP system, some automated controls have had to be turned off to allow the system to function properly. There is also significant manager override of controls.

Semi-con Industries is a global semiconductor manufacturer with operations in the United States, Europe, and Hong Kong. Revenue for the past fiscal year was approximately US $5 billion. The company specializes in component parts for electronic devices such as cell phones, PCs, video game consoles, and routers. The company has experienced rapid growth during the past decade- primarily through acquisitions of foreign competitors. The company is based in San Jose, Calif., where its founder, Alexander Pameta, started the company in 1982. Mr. Pameta, a European immigrant, is the CEO and chairman of the board for Semi-con and is engaged heavily in all aspects of the company. While Mr. Pameta is a visionary and is highly regarded in the industry, his hands-on leadership style typically undermines decisions of his key lieutenants. There is high turnover at the vice president level. The company's manufacturing operations are heavily decentralized, which is primarily a result of acquisitions that have not been fully integrated. The ERP system installed last year was significantly over budget and had many implementation problems resulting in some modules, such as payroll and purchasing, being cut from the initial release. These functions continue to use legacy systems for transaction processing. The legacy systems process enormous amounts of data and rely heavily on manual input processes. Because of the implementation issues with the ERP system, some automated controls have had to be turned off to allow the system to function properly. There is also significant manager override of controls.

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
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identify ethical issues across business functions.

Semi-con Industries is a global semiconductor manufacturer with operations in the United States, Europe, and Hong Kong. Revenue for the past fiscal year was approximately US $5 billion. The company specializes in component parts for electronic devices such as cell phones, PCs, video game consoles, and routers. The company has experienced rapid growth during the past decade- primarily through acquisitions of foreign competitors. The company is based in San Jose, Calif., where its founder, Alexander Pameta, started the company in 1982. Mr. Pameta, a European immigrant, is the CEO and chairman of the board for Semi-con and is engaged heavily in all aspects of the company. While Mr. Pameta is a visionary and is highly regarded in the industry, his hands-on leadership style typically undermines decisions of his key lieutenants. There is high turnover at the vice president level. The company's manufacturing operations are heavily decentralized, which is primarily a result of acquisitions that have not been fully integrated. The ERP system installed last year was significantly over budget and had many implementation problems resulting in some modules, such as payroll and purchasing, being cut from the initial release. These functions continue to use legacy systems for transaction processing. The legacy systems process enormous amounts of data and rely heavily on manual input processes. Because of the implementation issues with the ERP system, some automated controls have had to be turned off to allow the system to function properly. There is also significant manager override of controls.
Transcribed Image Text:Semi-con Industries is a global semiconductor manufacturer with operations in the United States, Europe, and Hong Kong. Revenue for the past fiscal year was approximately US $5 billion. The company specializes in component parts for electronic devices such as cell phones, PCs, video game consoles, and routers. The company has experienced rapid growth during the past decade- primarily through acquisitions of foreign competitors. The company is based in San Jose, Calif., where its founder, Alexander Pameta, started the company in 1982. Mr. Pameta, a European immigrant, is the CEO and chairman of the board for Semi-con and is engaged heavily in all aspects of the company. While Mr. Pameta is a visionary and is highly regarded in the industry, his hands-on leadership style typically undermines decisions of his key lieutenants. There is high turnover at the vice president level. The company's manufacturing operations are heavily decentralized, which is primarily a result of acquisitions that have not been fully integrated. The ERP system installed last year was significantly over budget and had many implementation problems resulting in some modules, such as payroll and purchasing, being cut from the initial release. These functions continue to use legacy systems for transaction processing. The legacy systems process enormous amounts of data and rely heavily on manual input processes. Because of the implementation issues with the ERP system, some automated controls have had to be turned off to allow the system to function properly. There is also significant manager override of controls.
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