2. Risks in ERP system implementation
ERP (Enterprise resource planning) systems
or integral information solutions, often called in
practice connected information systems or
integrated application packages, enable us to
control all key business functions in a company
by using unified information architecture. Their
main aim is to connect all business units and all
business functions into a unified computer
system that satisfies the needs of the whole
organisation. By implementing such solutions
users expect to improve company's efficiency
and, consequently, to improve the quality,
productivity and profitability of business
operations [14]. There are commercial
programme packages, which enable the
integration of transactional-oriented data and
business procedures throughout the whole
organisation or within the whole supply chain
extending over a number of organisations [1].
Despite promises for improved organisation
and more effective management in the company,
a number of research activities have shown a
rather high failure rate in the implementation of
integrated information solutions, which, in some
cases, even involved a high degree of risk [5].
The reason for this can be found in the history or
strategy of the development of ERP systems,
which, following the principle of “best practices”
analysed main business functions in most
successful organisations and formed appropriate
reference models. Consequently, this meant that
the implementation of ERP systems involved a
high degree of complexity and adaptation to
different organisations [5]. The reasons for
failure can also be found elsewhere [15]:
• Strategic goals are not clearly defined;
• Company management is not responsible
for the system and does not participate in
its implementation;