Almost immediately upon the changeover to the ERP System, ALF recognized serious deficiencies with the system that had a crippling impact on ALF’s operations. Some of the problems that ALF encountered in implementing the ERP System included, among others: (i) inability to reconcile data between the Freightliner system and the ERP System; (ii) incorrect or incomplete inventory, purchasing and customer data due toeither problems with the Freightliner system or the conversion of thedata to the ERP System; (iii) inaccurate or incomplete vehicle configurations loaded in the ERP System; (iv) insufficient training on the ERP System; and (v) missing financial information including accounts payable detail, incomplete or inaccurate accounts receivable data, and inaccurate beginning general ledger balances.
For the next several months following the changeover, ALF attempted to solve the plethora of problems with the ERP system. Despite such efforts, as a direct result of the problems with the ERP System, ALF became unable to complete the manufacture of many pre-ordered vehicles.
It's hard to say whether there's validity to this, though the above link offers some analysis. Actually, it's worth reading the whole thing, cause it goes pretty into depth.
Hmm, there doesn't seem to be a Wikipedia page for the most infamous ERP implementations of all time. Someone get on that, please?
(via RISKS Digest)
More: Ah the bizarre things that lie in the dark recesses of the brain. I was trying to remember a particular instance when Nike blamed an earnings shortfall on a failed software information. Couldn't remember the name of the software provider (though I knew it wasn't SAP). What I did remember was that some magazine titled their report on the situation "Flagrant Foul!". Yeah, I know. Turned out it was a Smart Money piece back from 2001, and the software maker was I2 Technologies. Read all about it here:
NIKE TELLS THE world that its shoes are great for basketball players, giving them the ability to jump 30 feet into the air, perform a 360-degree slam dunk and land squarely on top of a defender's head, leaving an imprint of the famous swoosh on an opponent's face.
But much to the dismay of I2 Technologies, a maker of business-to-business software working for Nike, the swoosh footprint can also be squished into a teammate's head when the shoe company is in trouble.
On Monday afternoon, Nike announced that it expected its third-quarter earnings to fall at least 28% short of the consensus Wall Street expectation. And, perhaps trying to deflect shareholder wrath, Nike blamed I2 for part of the shortfall. I2 is overhauling Nike's supply-chain system in its footwear division, which provides 57% of the company's overall sales. I2's system, Nike contended, directed the company to stop shipping shoe models that were selling well and produce more shoe models that weren't.
Shareholders left tread marks all over both Nike and I2. Nike was sent down 19.5% to $39.60, while I2 took a 22.3% pounding, falling to $27.56.
More 2: Hmm, it's too bad "Joe Herrick of Gutterman Research" wasn't on that call.