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ERP systems integrate information throughout all functional areas of an organization by offering a seamless suite of business applications across the entity, thus allowing for streamlined processing of business data and cross-functional integration (Kumar and Van Hillegersberg 2000; Sumner 1999; Vaughan 1996)

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Once the system was complete, because all of nestle USA was using the same data stored linked to the same system, they could more accurately and consistently forecast business decisions and products. They could also, more easily forecast down to the distribution center level, giving them a greater span of forecasting abillity

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The most common cost categories included consulting, software, hardware, communications, training, conversion, integration, and testing. Additional costs can also occur if implementation setbacks result in missed or delayed shipments. For instance, recent problems in implementing an ERP system at Hershey Foods contributed to $150 million in lost sales (Burritt 2000) and analysts worried that Hershey's ERP-related problems could result in a 0.5 percent loss of United States market share (Reuters 1999). Whirlpool and W. L. Gore & Associates also reported serious business setbacks and delays due to ERP implementation troubles (Girard and Farmer 1999)

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Cadbury's has a proper MIS now. Data is entered only once, the entire systems gets updated. One can see the consolidated data fro anywhere and make decisions. From manual entries it has become a totally system driven data entry now. Cadbury has tried to combine all these phases and implemented the BIG BANG method to implement ERP.

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...problems in implementing an ERP system at Hershey Foods contributed to $150 million in lost sales (Burritt 2000) and analysts worried that Hershey's ERP-related problems could result in a 0.5 percent loss of United States market share (Reuters 1999)

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Spent a total of $280 million on a new ERP system. This system will be linked to their $500 million hardware and software data management centre. Before implementing the system, the business had 9 general ledgers, 28 points of customer entry and multiple purchasing systems. These were all spread across the business and in different physical locations, but they were all using their own vendor masters and all purchased on their own. This meant they had no way other than to manually link all of their data. Planning for the system began 1997 and finished in 2001.

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Cadbury's aligned themselves with Siemens and IBM

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ERP implementation projects end up costing considerably more than initially budgeted due to a variety of underestimated and hidden costs, such as training, integration, testing, conversion, and consulting (Slater 1998)

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ERP implementation projects end up costing considerably more than initially budgeted due to a variety of underestimated and hidden costs, such as training, integration, testing, conversion, and consulting (Slater 1998)

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Saw the beginning of the big bang appraoch

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ERP was aimed to bring about a complete integration of the major processes in the business

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1st organisation unit over all the world to implement ERP in it's process