Critical success factors of global enterprise resource planning programmes: an empirical model based on expert interviews

The number of companies operating globally is constantly increasing. In order for these companies to operate globally, they require a global view of processes and their implementation in global enterprise resource planning (ERP) systems. These ERP systems allow to integrate an organization’s information sources and to harmonize its processes across multiple sites and countries. But, not all global ERP programmes are successfully implemented. Some implementation projects fail in terms of classical project tracking, e.g. slippage of roll-out dates, budget overruns or missed qualitative objectives, while others fail more severely in their business impact, e.g. intended business benefits are not achieved including process standardization, process automation and asset carrying cost reduction. To reduce the number of failed ERP programs, their critical success factors have been investigated but reports of these are not sufficiently comprehensive for global programmes as multi-national operations generate aspects that need to be addressed for success. This study explores the critical success factors of global ERP programmes and derives a predictive model of success. Use of this model may aid companies in developing effective global ERP programmes.