Implementing an ERP system is never just about choosing a well‑known brand. Whether you are evaluating Epicor, Microsoft, Sage, SAP, Oracle, Infor, IFS, or Acumatica. Success starts well before any software is configured. It starts with a clear understanding of how your organisation operates, where the real pressure points lie, and what you are genuinely trying to improve. From process clarity and scope definition to data, integrations, governance, testing, and change management, lasting value comes from disciplined execution. Not the software alone.
During 2024, we were approached by a company with a failed ERP implementation.
“The provider in question provided such a bad ERP implementation that the consultancy had no option but to start again, but this time, having chosen a stronger partner” explains Stuart Scanlon, epic ERP MD.
But why did things go wrong? And what was the impact?
Famous examples
Globally, failed ERP implementations have made very public and very expensive headlines. Well-known examples include Hershey’s, which lost millions in unprocessed orders after supply chain and data issues derailed its rollout, and Nike, which reportedly absorbed losses of more than $100 million when an ERP implementation disrupted fulfilment.
Closer to home, SPAR Group has also faced challenges following a “botched SAP implementation”, which has reportedly resulted in significant operational disruption and a R168 million lawsuit, further highlighting the real-world risks of poorly executed ERP projects. You can read more here.
“These stories are rarely about technology alone,” says Stuart. “They point to a familiar set of issues that consistently undermine ERP projects.”
Poor planning sits at the top of the list.
“When objectives are vague, timelines are unrealistic, and scope is not clearly defined, critical activities such as user training, data validation and end-to-end testing are often rushed or skipped altogether,” says Stuart.
Another frequent issue is weak process alignment reinforced by inadequate testing. When end‑to‑end processes are not clearly validated before go‑live, misalignment only becomes visible in production, impacting data quality, stability, and user confidence.
The importance of change management and training is often underestimated as well.
“A good ERP implementation reshapes processes, roles and ways of working,” says Stuart. “Without structured change management, strong leadership commitment and proper user training, adoption falters and systems fail to deliver value.”
Choosing the wrong system or implementation partner can also be costly. A mismatch between business requirements and vendor capability leads to workarounds, underperformance and frustration long after the system goes live.
Unrealistic expectations compound the problem. Oversold benefits and underplayed complexity set projects up for disappointment when the promised outcomes do not materialise as quickly or easily as expected.
Finally, the absence of executive buy-in is often fatal.
“Without visible leadership support, ERP projects struggle to secure the authority, resources and organisational alignment they need to succeed,” says Stuart.
At epic ERP, the sales discovery process itself forms part of the project delivery. Time is spent understanding how the business operates, meeting key stakeholders and identifying potential blind spots before the project formally begins. This ensures that the scope is grounded in operational reality rather than assumption.
“Successful ERP implementations are built long before go‑live,” says Stuart. They are shaped by clear process understanding, realistic expectations, strong governance, and informed decision‑making at every level of the organisation. When these fundamentals are in place, ERP systems become enablers of operational clarity and growth, not sources of disruption.
