LAUSR

Implementation of ERP systems has been found to be dependent upon top management commitment, business process reengineering, project management practice, and user training/education. Often ERPs are adopted seeking benefits without due consideration on the costs of implementation. This case highlights these implementation costs for a single plant in an international company network to provide insight into the challenges faced, addressing the importance of the degree of top management support. In the case organisation, there was a strong tendency for upper levels to impose system design and direction that did not always match local needs. Project management of ERP installation was simpler due to the nature of implementing off-the-shelf software supported by consultants. Redesigning work processes needs to include local user input. The effectiveness of local training depended upon super project module leads, and more face-to-face training as opposed to global web training from the corporation.