Jorge Figueroa, the company’s logistics head, says:
“When we started implementation, nobody respected the time periods. We had no idea how big an ERP system implementation project would be because there were no previous experiences in Peru. As the implementation moved on, management gained a better understanding of the project’s scope and size, leading to a change in mind-set. So we were able to make better decisions.”
Since the very beginning, the implementation team had to face the difficulties stemming from divergences between the ERP system functionality and business processes. Although the ERP system had been designed as a standard application that does not require significant changes for specific users, the system needed configuration so it could be adapted to each process’s individual requirements. Configuring a system requires much attention and experience. A single change in a configuration table has a substantial impact on the way the ERP system will operate. At Alimentos Peru, configuring the ERP system followed the process models prepared by each user division. About the differences between the ERP functionality and Alimentos Peru’s business processes, Marcela Burga holds: