The ERP system had to be implemented within a few months. However, the go-live dates were repeatedly postponed. Due to resignations and burnout, there were changes in the project and key user teams. Day-to-day business operations were sometimes prioritized over the project. There were no clear responsibilities or tasks assigned by the ERP vendor. The ERP vendor’s consultant was not well trained. The ERP vendor’s project management was inadequate.

Establishing clear communication; introducing weekly check-ins; providing operational support for master data; providing operational support for logistics and finance; introducing a project plan with detailed planning and to-do lists; providing feedback to the ERP vendor’s project managers; creating a realistic timeline

Thanks to clear communication, weekly check-ins, and a detailed project plan, the ERP system was successfully put into operation despite multiple deadline extensions. Operational support for master data, logistics, and finance ensured a smooth implementation.