1)why do you think it is so difficult to implement an ERP system successfully?
2) how will cloud computing help with the success rate of ERP systems?
3) What is the most popular ERP selling today? What do they market as their major advantage?
ba 1. Measuring the success of an ERP system is diU car similar to measuring the success of an ERP system 2. How are connected cars using software as a service 3. How are connected cars using cloud computing? se th so Que 2. welve Case: Five Famous ERP Failures The world of ERP may seem boring to those caught up in the hysteria over Twitter an cations, but there's plenty of drama to be found: Troubled multinmillion-dollar software deals tha produce spectacular failures and huge spending nightmares; vendor marketing bravado that bred cut-throat competition and contempt: and embarrassing and costly lawsuits over botched implemen. 3. tations and intellectual property breaches. Consider CIO.com's brief and semi-chronological history of Definitely Not a Sweet Experience for Hershey-Could a failed technology implementation take down a Fortune 500 company (in this case Hershey Foods)? Well, t certainly didn't help Her shey's operations during the Halloween season in 1999 or make Wall Street investors thrilled.h the end, Hershey's ghastly problems with its SAP ERP, Siebel CRM and Manugistics supply chain applications prevented it from delivering $100 million worth of Kisses for Halloween that year and caused the stock to dip 8 percent. So I guess a failed technology project can't actually take dowa five ERP scandals as a warning if you're contemplating an upgrade or implementation. 1. a Fortune 500 company for good, but it can certainly knock it around a bit. 2. Just Do lt Fix Our Supply Chain System- What did a $400 million upgrade to Nike's supply chain and ERP systems get the world-renowned shoe- and athletic gear-maker? Well, for starters, $100 milion in lost sales, a 20 percent stock dip and a collection of class-action lawsuits. This was all back in 2000, and the horrendous results were due to a bold ERP, supply chain and CRM project that aimed to upgrade the systems into one superstar system. Nike's tale is both of woe and warning. 3. HP's "Perfect Storm of ERP Problems- The epic tale of HP's centralization of its disparate North American ERP systems onto one SAP system proves that one can never be too pessimistic when t comes to ERP project management. You see, in 2004, HP's project managers knew all of the things that could go wrong with their ERP rollout. But they just didn't plan for so many of happen at once. The project eventually cost HP $160 million in order backlogs and lost reve more than five times the project's estimated cost. Said Gilles Bouchard, then-CIO of HP's operations: "We had a series of small problems, none of which individually would have been much to handle. But together they created the perfect storm." 4. A New Type of Freshman Hazing- Pity the college freshman at the University of Massat and make their new collegiate experience even more uncertain. But more than 27,000 studenis 2004: The last thing they needed was some computer program to haunt thr lives usetts University of with buggy portals and ER setts as well as Stanford and Indiana Un the iversity were forced to do ba s that left them at best unable to find their classes ar0h al aid checks. Said one UMass senior at the time: "The ien unable to collect their financial aid checks. Said one UMass senior at the time:"Tend men were going crazy because they didn't know where to go- After a couple of t weeks, however,everyone eventually got their checks and class schedules
