Enterprise Resource Planning Systems Implementation in a Global Subsidiary Organization: Lessons Learned

Abstract

ABSTRACT This article describes the implementation of an enterprise resource planning (ERP) implemented by British Petroleum (BP) Worldwide, from the perspective of one of its subsidiary organizations, BP Singapore. The ERP solution, an internally developed system, was implemented globally by BP worldwide quite successfully from a global perspective, though not without challenges at the local level. This study examines the process of implementing a global ERP solution at the local subsidiaries, and the unique problems that may be encountered in force-fitting a global solution at the local level. Among the issues and problems experienced by the subsidiary are higher-than-anticipated costs, longer development times, lack of technical expertise, and compromises in business processes. The findings of the study could be helpful in formulating coping mechanisms in implementing global ERP solutions.