Abstract
This case study describes the implementation of an ERP in a new arena – small manufacturing companies – and explores possible differences compared with successful implementations of ERP’s in larger manufacturing companies. The company that was studied is a small manufacturing company in Maine (less than $10 million in annual sales) that began implementing a small business ERP 12 months ago. Information was collected through interviews and the completion of a questionnaire based on the Stratman-Roth ERP Competence Scales (2002). Results suggest that while this company’s ERP implementation has been more positive than negative, a small company’s limited financial resources and lack of internal experience and expertise in large IT system projects add to the already complex challenges surrounding an ERP implementation.
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