ERP IMPLEMENTATION

& SUCCESS FACTORS

GROUP MEMBERS
SHAYAN KHAN (20202-27032)
SHAZIA PARVEEN (
Fulton & Roark

• Fulton & Roark, a retailer of men’s grooming products, is an example of a successful ERP
implementation.
• Prior to upgrading to full-featured ERP, the North Carolina-based business tracked its inventory in
a spreadsheet and its financial data in desktop accounting software, Sage Live.
• When the company began doubling sales year-over-year, leadership felt its current processes
weren’t keeping up.
• Spreadsheets couldn’t account for changing inventory costs, and the accounting software didn’t
have the workflows necessary to record the cost of goods sold (COGS), an important financial
metric.
• As a result, the Fulton & Roark team did double data entry — manually.
Solution
To centralize all work in one place, the company’s co-founders implemented NetSuite ERP. After a
three-week implementation process, changes were immediate, according to team members. Finally,
the Fulton & Roark team was able to:
• Catch and correct bookkeeping mistakes related to inventory.
• Stop working with external accountants, growing both unit and dollar volumes significantly with
no extra headcount.
• Increase sales roughly 50% year-over-year without increasing headcount.
• Get a more accurate picture of margins and inventory, which helped grow its ecommerce
operation.
Lidl Bad Experience Of ERP Implementation
• Lidl is part of the Schwarz Group, the fifth-largest retailer in the world with sales of  EUR 104.3
billion (2018), and Li
• In 2011 Lidl made the decision to replace its homegrown legacy system “Wawi” with a new
solution based on “SAP for Retail, powered by HANA”.
• The old merchandise management and information system was reaching the limits of its capacity.
In fact, SAP claimed that Lidl’s system was “hampered by process breaks, redundant master data
storage, integration gaps and functional restrictions.
• Moreover, a combination of myriad interfaces and modules and a decentral server structure was
making the task of running and maintaining the system increasingly complex.”dl makes up 80 % of
that result.
Reason of ERP Failure
• Project Duration
An ERP implementation just cannot last seven years. The pace of change has accelerated in many
industries, retail and distribution is not immune. ERP systems have to cope with this pace of
change. 
• Executive Turnover
Lidl experienced quite a bit of executive turnover throughout their transformation. It is difficult to
maintain alignment and momentum against this backdrop. As executive priorities and personalities
change (and both did in this case), it is highly likely that your ERP project will become misaligned
with those new people. This is where projects often fail.
CRITICAL SUCCESS FACTORS