In response to the growing global competition, many manufacturing companies have embarked upon enterprise resource planning (ERP) implementation. Organisations that have successfully implemented ERP systems are reaping the benefits of integrated working environment, standardized processes and operational benefits to the company. Although not all ERP implementations have been successful and this proven by the number of horror stories of ERP implementation.
ERP system projects are difficult and high cost proposition s, as it places tremendous demands on organisations time and resources. Companies could spend millions of pounds and may take many years to implement the ERP solution within the organization. Formerly when an ERP solution is implemented going back can be extremely difficult as it is too expensive to undo the changes. Improper implementation has taken companies to bankruptcy and in several cases; organisations have decide to abandon ERP implementation projects. T.R Bhatti 2005
ERP systems have been criticised for being inflexible and not meeting specific organization and industry requirements (Davenport, 1998; Scapens et al., 1998; Booth et al., 2000)
Many organisations have successfully implemented a change and likewise, have also failed. Partington, (1996) has brought upon the question "What are the successful factors to implement EPR system?" There have been lots of research and several critical success factors have being identified. For example, Kuang et al (2001) and Wagner & Poon (2001) have identified some major factors which involve Top Management support, Project Management, Vendor support and business process reengineering. This essay aims to identify and discuss some of these key factors, and show understand by drawing comparison with an organisation that have experienced a failed ERP implementation. The essay will be concluded by a person reflection of lesson learnt from undergoing this study.