integrated with SAP R/3. (Caldwell, 1998)The software had a reliable reputation and was designed to run on client/server hardware. It also enabled its users to replace their old mainframes. The hardware choice proved to not be an issue, as the software ultimately ran well on the Hewlett-Packard equipment. However, the company had serious problems because client/server software is quite complex and was still relatively new at the time. Some difficulties were expected.However, once the SAP implementation started, management adopted an out of sight, out of mind attitude towards problems that were encountered. In essence, senior management had no desire to know about the problems. This case is a classic example of management over commitment to a project that should not have been undertaken (Neumann and Sabher, 1996). Even management personnel involved in the implementation were discouraged from criticizing the system. Furthermore, management failed to understand the complexity and risks involved in the implementation process and even fast tracked the project by three months, prior to having the system fully tested. The system, when first installed, was full of bugs and kept shutting down such critical elements as carousels and conveyors. Also, the scanners often failed to read the bar codes on the boxes. The warehouse opened in August 1995, three months late, and with many of the same bugs still not corrected. As the system at the new warehouse repeatedly failed during the busiest working hours, the operators had to stop and then restart it. Boxes did not reach their loading position on time. Much of the work had to be done manually with the data being entered into the computer, leading to many errors in the system. However, the most significant problem was that many orders were shipped with items missing, but with an invoice for a complete order. In most instances, the missing items had arrived at the dock late, due to syste...
