Undergraduate Discussion Rubric Overview Your Active Partici

Undergraduate Discussion Rubricoverviewyour Active Participation In Th

Your active participation in the discussions is essential to your overall success this term. Discussion questions will help you make meaningful connections between the course content and the larger concepts of the course. These discussions give you a chance to express your own thoughts, ask questions, and gain insight from your peers and instructor.

For each discussion, you must create one initial post and follow up with at least two response posts. For your initial post, do the following:

• Write a post of 1 to 2 paragraphs.
• In Module One, complete your initial post by Thursday at 11:59 p.m. Eastern.
• In Modules Two through Eight, complete your initial post by Thursday at 11:59 p.m. of your local time zone.
• Consider content from other parts of the course where appropriate. Use proper citation methods for your discipline when referencing scholarly or popular sources.

For your response posts, do the following:

• Reply to at least two classmates outside of your own initial post thread.
• In Module One, complete your two response posts by Sunday at 11:59 p.m. Eastern.
• In Modules Two through Eight, complete your two response posts by Sunday at 11:59 p.m. of your local time zone.
• Demonstrate more depth and thought than saying things like “I agree” or “You are wrong.” Guidance is provided for you in the discussion prompt.

Paper For Above instruction

Introduction

Enterprise Resource Planning (ERP) systems are integrated software platforms used by organizations to manage and automate core business processes across various departments. While ERP implementations have the potential to streamline operations and provide significant return on investment (ROI), many companies face challenges that impact their success or lead to failure. The analysis of a real-world ERP implementation provides insights into the critical factors influencing outcomes, especially regarding process standardization and the causes of success or failure.

Case Study: The Failure of Hershey’s ERP Implementation

One notable example of a failed ERP implementation is Hershey Foods in the early 2000s. The company attempted to upgrade its systems with an integrated SAP ERP platform to synchronize order processing, inventory management, and distribution. However, the project was marred by inadequate planning, poor coordination, and unrealistic timelines. Consequently, Hershey faced significant stock shortages during peak seasons, leading to a substantial financial loss and a decline in customer trust (Davenport, 2000).

In this case, the failure to effectively standardize processes across all departments was a major contributor. Hershey’s existing processes varied across divisions, and the rapid rollout did not accommodate necessary adaptations or staff training. As a result, the new system could not function seamlessly across functions, which hindered the intended efficiencies. This illustrates that without thorough process analysis and customization, ERP systems may fail to standardize effectively across an enterprise.

Major Causes of ERP Failure

Several core issues contributed to Hershey’s ERP failure. First, insufficient project management and planning led to unrealistic deadlines and scope creep, preventing adequate testing and implementation phases (Somers & Nelson, 2004). Second, a lack of change management and employee training caused resistance and improper utilization of the new system. Third, integration issues with existing legacy systems created data inconsistencies, further impairing ERP functionality. These factors highlight that successful ERP deployment requires comprehensive planning, stakeholder engagement, and phased implementation strategies.

Comparison: Successes in ERP Standardization

Conversely, successful ERP implementations, such as those by Toyota, demonstrate the importance of meticulous planning and process analysis. Toyota’s ERP system standardized procurement and manufacturing processes, aligning global operations and improving supply chain efficiency (Mabert et al., 2003). Critical to this success was extensive stakeholder involvement and iterative testing, ensuring that processes were optimized before full deployment. Toyota’s experience emphasizes that ERP systems are most effective when tailored to organizational needs, with proses being carefully standardized and integrated across functions.

Conclusion

Overall, the success or failure of an ERP system hinges largely on the organization’s preparation, process analysis, and change management practices. Effective standardization across the organization enables the realization of ROI, while inadequate planning and resistance can derail implementation efforts. Lessons from Hershey’s failed attempt and Toyota’s success underscore the importance of strategic planning, stakeholder involvement, and adaptable process design in ERP systems journey.

References

• Davenport, T. H. (2000). Mission critical: Realizing the promise of enterprise systems. Harvard Business Press.
• Mabert, V. A., Soni, A., & Venkataraman, M. (2003). Enterprise resource planning: Integrating manufacturing and supply chain management. Springer Science & Business Media.
• Somers, T. M., & Nelson, K. (2004). A taxonomy of ERP success factors: Procedural and technological factors. Journal of Management Information Systems, 20(2), 139-178.

The analysis of ERP implementations reveals that success depends on detailed planning, process standardization, stakeholder engagement, and change management. Companies can learn from both failures and successes to improve their chances of deriving maximum value from ERP systems.