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

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Running head:Changing the AIS1Changing the AISName:Professor:University affiliation:Date:Analyze the factors contributing to the failure of Whaley Foodservice Repairs' implementation ofthe Epicor ERP system. Discuss the role of senior management in the project, identify where thesignificant failures occurred, and propose best practices that could have reduced the likelihood offailure. Your response should be between 1500 and 2000 words and include references torelevant case studies or academic literature.

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Changing the AIS2Factors contributing to the failureWhaley Foodservice Repairsprocured Epicor to execute an Enterprise Resource Planning(ERP) framework. The arrangement was marked in 2006, however following two years theundertaking never appeared. According to Kanaracus, (2011)Whaleyat long last sued Epicor forremuneration of the expense they had caused in attempting to actualize the product. Theprinciple factor that prompted the failure of this undertaking were underestimation of theexecution courses of events, underestimation of expenses, business procedures were notunmistakably characterized, absence of authoritative change administration, and high turnover ofrepresentatives appointed to the task.Underestimation of implementation timelinemade the organization trust that they wouldhave 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 undertakingwould 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 newprogramming ought to be mapped to the organization's business forms, Whaley believed thatEpicor comprehended and had the capacity to convey. The inability to have the product executedinside of the predetermined time period created postponements in the business forms as a fewarchives couldn't be gotten to on time, which brought about lost business for Whaley.The projectwas at first assessed to cost around $190,000, yet it wound up costing over $1million. Assessed expenses generally have a condition that states expenses may go up by around10%. The sums spent on the task were just too high. This was for the most part as a result of taskpostponements, framework testing failure, and inability to comprehend the business forms.

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Changing the AIS3Epicormight have been given point by point data with respect to the business procedures ofWhaley, yet it is in all likelihood that they didn't comprehend the procedures. This could haveprompted 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 tointegrate and implement the system.Epicorshould have taken upon itself to survey the businessorganizations procedures of Whaley with the end goal them should see how they can coordinatethese procedures into their product. Whaley did not characterize the business forms in a mannerthat Epicor could get it. The inability to characterize their procedures made the execution topostpone as there was requirement for change with every usage.Whaley did not conduct a change management within the organization.Whaley was notarranged 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 postponementin usage furthermore increased the expense of the undertaking.With new softwareindividualsought to realize that change will be unavoidable, and a few procedures should be altered. Whaleydemanding keeping up their business procedures demonstrates that the organization was notarranged for the change. Epicor had a high turnover of representatives. This implied that therewere new workers taking care of the task at any given time. These representatives needed to takein the procedures before they could proceed with the usage.Understanding the processesrequired time and would delay the project timelines.With changes,employees at Whaley werenot sure who was handling the various departments,and they had to adjust to new people all thetime.Senior management responsibility

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