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... Was an ERP system and related software a good solution to Hersheys problems? ...
The ERP system may have been a good way to go if more planning was done before implementation. The “big-bang” cutover not only caused headaches for Hershey, but affected everything around them in the process including their own internal operations. ... Hershey also suffered financial losses because they could not provide their products on-time. So basically they way they implemented the new ERP system was a failure, not the system itself. ... Classify and describe the problems with the Enterprise 21 project using the categories described in Chapter 11 on the causes of system failure. ...
The design of the system failed Hershey because it appears that proper training was not done. The organization in its rush to implement this system caused the whole project to fail. The system may have not been too user friendly for the people entering the orders. The management failed in not properly training its employees on the use of the system. ... What role did enterprise software play in the failure? Were Hersheys system problems the fault of the software vendors, Hershey or both? ... It is clear that Hershey rushed the implementation. Though it states Hershey has release very little information about its troubles, all of the observer’s speculations point to Hershey. Some think Hershey’s rush to implementation, lack of testing, lack of understanding of the system, and poor training are factors that lead to the failure. There were no observer comments that blamed the system itself. ... Even though some of Hershey’s current systems were old, there should have been a plan in place to cut over to the new system with smaller implementation steps. Hershey should communicate with its suppliers and distributors to let them know that problems are possible and that shipment could possibly be delayed.
Approximate Word count = 1497
Approximate Pages = 6
(250 words per page double spaced)
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