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.
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