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.