Category: Implementation realities and myths
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At a pharmaceutical manufacturer with multi-country operations (names and details modified), the ERP transformation had become a standing agenda item in quarterly board meetings
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At a pharmaceutical manufacturer with multi-country operations (names and details modified), the ERP transformation had become a standing agenda item in quarterly board meetings
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At a pharmaceutical manufacturer with multi-country operations (names and details modified), the ERP transformation had become a standing agenda item in quarterly board meetings
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At a pharmaceutical manufacturer with multi-country operations (names and details modified), the ERP transformation had become a standing agenda item in quarterly board meetings
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At a pharmaceutical manufacturer with multi-country operations (names and details modified), the ERP transformation had become a standing agenda item in quarterly board meetings
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At an automotive components manufacturer (names and operational specifics have been altered to protect identities), the go-live war room is in full swing.
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In most SAP programmes, success within a module creates confidence. Finance reconciles correctly, procurement cycles execute as expected, production orders complete
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In most SAP programmes, stability is inferred from module-level success. Finance reconciles, supply chain transactions process, procurement cycles complete
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Steering committees are designed to provide oversight, direction, and control over SAP programmes. They review status, assess risks, and approve key decisions
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In many SAP programmes, alignment appears early and persists through execution. Programme teams, implementation partners, and internal stakeholders converge