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Analyzing the Failure of Whaley Foodservice Repairs' Epicor ERP Implementation: Causes, Management's Role, and Best Practices

An assignment analyzing the failure of an ERP implementation and its impact on the accounting information system.

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    Running head: Changing the AIS 1 Changing the AIS Name: Professor: University affiliation: Date: Analyze the factors contributing to the failure of Whaley Foodservice Repairs' implementation of the Epicor ERP system. Discuss the role of senior management in the project, identify where the significant failures occurred, and propose best practices that could have reduced the likelihood of failure. Your response should be between 1500 and 2000 words and include references to relevant case studies or academic literature.

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    Changing the AIS 2 Factors contributing to the failure Whaley Foodservice Repairs procured Epicor to execute an Enterprise Resource Planning (ERP) framework. The arrangement was marked in 2006, however following two years the undertaking never appeared. According to Kanaracus, (2011) Whaley at long last sued Epicor for remuneration of the expense they had caused in attempting to actualize the product. The principle factor that prompted the failure of this undertaking were underestimation of the execution courses of events, underestimation of expenses, business procedures were not unmistakably characterized, absence of authoritative change administration, and high turnover of representatives appointed to the task. Underestimation of implementation timeline made the organization trust that they would have a full living up to expectations framework inside of the predetermined course of events (Chen, Law, & Yang, 2009). This was never the case as Epicor had assessed the undertaking would have been finished by March 2007, however the venture was deferred numerous times . Having given a scripted demo on the prerequisites of the framework and how the new programming ought to be mapped to the organization's business forms, Whaley believed that Epicor comprehended and had the capacity to convey. The inability to have the product executed inside of the predetermined time period created postponements in the business forms as a few archives couldn't be gotten to on time, which brought about lost business for Whaley . The project was at first assessed to cost around $190,000, yet it wound up costing over $1 million. Assessed expenses generally have a condition that states expenses may go up by around 10%. The sums spent on the task were just too high. This was for the most part as a result of task postponements, framework testing failure, and inability to comprehend the business forms .

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    Changing the AIS 3 Epicor might have been given point by point data with respect to the business procedures of Whaley, yet it is in all likelihood that they didn't comprehend the procedures. This could have prompted the postponements in execution, and increment in expenses of the venture . Understanding a business’s processes would assist the software vendor to know how best to integrate and implement the system . Epicor should have taken upon itself to survey the business organizations procedures of Whaley with the end goal them should see how they can coordinate these procedures into their product. Whaley did not characterize the business forms in a manner that Epicor could get it. The inability to characterize their procedures made the execution to postpone as there was requirement for change with every usage. Whaley did not conduct a change management within the organization . Whaley was not arranged to change its business forms for them to adjust to the procedures inside of the product. This implied that the undertaking obliged an excess of changes. This added to the postponement in usage furthermore increased the expense of the undertaking . With new software individuals ought to realize that change will be unavoidable, and a few procedures should be altered. Whaley demanding keeping up their business procedures demonstrates that the organization was not arranged for the change. Epicor had a high turnover of representatives. This implied that there were new workers taking care of the task at any given time. These representatives needed to take in the procedures before they could proceed with the usage. Understanding the processes required time and would delay the project timelines . With changes , employees at Whaley were not sure who was handling the various departments , and they had to adjust to new people all the time. Senior management responsibility

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