Abstract
This teaching case study demonstrates some of the major issues global organizations face when making decisions regarding their information technology (IT) infrastructure investments. This article highlights decision-making dilemmas that Ciba Specialty Chemicals (Ciba) went through while considering different options to align its IT strategy with its business strategy. First, Ciba had to decide how to integrate its multiple enterprise resource planning (ERP) systems with an aim of consolidating its multiple supply chains into one. A second decision-making situation was to determine whether Ciba should extend its current e-business model to include downstream members of its supply chain. A third decision-making situation was to determine the future direction of its IT infrastructure investments.
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