ERP implementation: lessons from a case study

Abstract

Many organizations have moved from stand-alone business information systems applications to integrated enterprise-wide systems, enterprise resource planning (ERP). The implementation of ERP packages has created an opportunity to re-engineer business processes within and beyond the organizational scope. Most notably, SAP R/3 has been widely implemented to create value-oriented business processes that enable a high level of integration, improve communication within internal and external business networks, and enhance the decision-making process. Though many organizations have reported dramatic improvements from SAP R/3 implementation, others have experienced difficulties in getting the R/3 modules aligned with other business components and systems. This paper describes a case study of a failed implementation of SAP R/3 to re-engineer the business processes of a major manufacturer. Lessons in terms of factors that led to failure and their future implications are discussed in the light of the contrasting experiences of several best practice companies