Signs of inefficiency

• ERP is considered primarily from a functional or business unit perspective, rather than an enterprise point of view.
• Decision making related to ERP is driven more often by a software vendor’s strategy or an application’s constraints, rather than by business objectives.
• High levels of customization and complexity are inhibiting efficiency, limiting growth, increasing risks, and obscuring visibility into measures and results.
• Senior business leaders defer ERP strategy, including its contribution to business value, principally to the CIO.
• ERP project objectives and benchmarks are limited to specific business units or functions, instead of encompassing all the strategic benefits ERP can deliver.