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It's probably both. If you fit the standard pattern you'll have an easy time to adopt. But they also support edge cases with extra work. A small company with many non-standard processes will need so much extra work that it's not worth it. Then it is cheaper to redesign the company and reshape the company processes.

I find it very difficult to fight for sensible defaults in a company when everybody only sees their area and has a very strong opinion about that. Only a strong force like the SAP transition can break up with those encrusted structures.



Lidl tried to switch to SAP, keeping their own processes and customising SAP to fit their needs.

After seven years and 500 million euro spent, the project was cancelled and they went back to using their old inventory system.

So, in this case, customising SAP to fit the company's processes wasn't worth it even for a rather large company like Lidl.


Oh yeah, Lidl is such a great example of what not to do when it comes to ERP systems!

If memory serves well, Liqui Molly had similar, but cheaper, experiences with Microsoft.




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