# data[].attributes.body
When:1998

Impact: The United States Navy sunk $1 billion dollars into four different ERP pilot projects

Why: Did not meet the standards of the Navy because it was incompatible.

Link:http://blog.360cloudsolutions.com/Top-Six-ERP-Implementation-Failures

Ricardo Barillas

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When: March 1993

Impact: 75 Million UK Pounds lost by London Stock Exchange.
400 Million UK Pounds lost to Stakeholders

Why: Failure to align the differing interests of the stakeholders. Lack of effective governance. Poor strategic decision making. System was a poor fit to the London Stock Exchange requirements.

Link
http://calleam.com/WTPF/?p=3474

Adam Theodoulou

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When:2011

What: IBM Payroll system in Nova Scotia for nurses made erroneous payments to nurses for at least six months this year.

Why: Its usually caused by Junior Consultgants and weak Testing

Impact: Some nurses were underpaid during  this period while other nurses received double their pay. To make matters more confusing nurses in this province earn different amounts each pay so it was hard for them to detect extra payments.

Andrés Montoya

http://www.pcworld.com/article/246647/10_biggest_erp_software_failures_of_2011.html

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When: Aug. 2016

Impact: Samsung is expecting $5.4 billion in total losses from the cancellation of the Galaxy Note 7 smartphones.The company has received 92 reports of the batteries overheating in the US, including 26 reports of burns and 55 reports of property damage, including fires in cars and a garage.

Why:  The lithium-ion batteries from a certain supplier can overheat and catch fire.

Link:http://www.strategicvisionpr.com/samsung-epic-crisis-failure
https://www.rt.com/business/362754-samsung-smartphones-profit-fall/

-Xingchen Guo

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What: Emergency Services Unavailable for Six Hours in Washington and surrounding states

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What: Emergency Services Unavailable for Six Hours in Washington and surrounding states

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When: April 2015

Impact: This system failure affected 81 call centres that handle 9-1-1 calls. It was expected that approximately 6,000 people were not able to connect to 9-1-1 operators in the Washington area including parts of other states.

Why: "A study from the Federal Communications Commission found an entirely preventable software error was responsible for causing the service to drop."

http://www.computerworlduk.com/galleries/infrastructure/top-10-software-failures-of-2014-3599618/

G. Ball

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The trash-disposal giant Waste Management is suing SAP, saying top SAP executives participated in a fraudulent sales scheme that resulted in a failed ERP (enterprise resource planning) implementation.

Waste Management said it is seeking recovery of more than $100 million in project expenses as well as "the savings and benefits that the SAP software was promised to deliver to Waste Management."

An SAP spokesman said Thursday that "as a matter of policy SAP does not comment on ongoing litigation."

In 2005, Waste Management was looking for a new revenue management system, according to a company statement. "SAP proposed its Waste and Recycling product and claimed it was a tested, working solution that had been developed with the needs of Waste Management in mind," the Waste Management statement reads in part.

SAP promised that the software could be fully implemented throughout all of Waste Management within 18 months, according to the statement.

"From the beginning, SAP assured Waste Management that its software was an 'out-of-the-box' solution that would meet Waste Management's needs without any customization or enhancements," the statement reads. "Unfortunately, Waste Management ultimately learned that these representations were not true."

Waste Management said product demonstrations by SAP prior to the deal employed "'fake software environments, even though these demonstrations were represented to be the actual software."

Waste Management's original complaint, filed in Harris County, Texas district court, said senior SAP executives, including SAP Americas' president and CEO, Bill McDermott, participated in the "rigged and manipulated" demos.

The company filed suit against SAP Americas and SAP AG on March 20 after "months of discussions with SAP and a recent consensual, three-day mediation that SAP ended after day two," according to the statement.

The action followed a lengthy initial courtship and falling out between the companies, detailed at length in Waste Management's court filing.

SAP officials held meetings with the company throughout the summer and fall of 2005, according to the complaint. Shai Agassi, a former executive board member, was among the SAP executives present at one meeting on June 17, 2005, in Walldorf, Germany, according to the complaint.

"At that meeting, SAP AG executives and engineers represented that the software was a mature solution and conducted a demonstration consisting of what they represented was the actual SAP Waste and Recycling software," the complaint states. The company later discovered that the software was a "mock-up version of that software intended to deceive Waste Management," according to the complaint. SAP has admitted to this in "internal documents," the complaint states.

SAP also demonstrated the "fake software" at subsequent sales presentations, according to the complaint.

Waste Management ultimately signed a sales pact with SAP on Oct. 3, 2005, according to the court filing.

"Almost immediately following execution of the agreements, the SAP implementation team discovered significant 'gaps' between the software's functionality and Waste Management's business requirements," it states.

"Waste Management has discovered that these gaps were already known to the product development team in Germany even before the SLA was signed. Instead of admitting what it knew at the time -- that the software lacked basic functionality to run Waste Management's business -- SAP undertook an elaborate fraud to perpetuate the original fraud and to recover additional money from Waste Management."

Members of SAP's implementation team blamed Waste Management for the functional gaps and submitted change orders requiring that Waste Management pay for fixing them, according to the complaint.

In addition, the complaint alleges, SAP originally promised that a pilot phase in New Mexico would be up and running by Dec. 15, 2006, "but it is not even close to being completed today."

Eventually, SAP conducted a "Solutions Review" and by summer 2007 determined the software was not an "enterprise solution" for Waste Management's needs, according to the complaint.

SAP said that if Waste Management wished to have the software implemented on a companywide basis, it would have to "start over" and agree to let SAP build a new version of the product with an updated version of its enterprise application platform, according to the complaint.

"SAP's 2007 proposal is precisely the kind of risky, expensive and time-consuming project that Waste Management rejected from other companies two years earlier," the complaint states. "Indeed, the development project that SAP proposed would drastically lengthen the implementation timetable from the original December 2007 end-date to an end-date sometime in 2010 without any assurance of success."

A Waste Management spokeswoman said the company would have no comment beyond the statement and complaint.

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Waste Management sues SAP over ERP implementation

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The trash-disposal giant Waste Management is suing SAP, saying top SAP executives participated in a fraudulent sales scheme that resulted in a failed ERP (enterprise resource planning) implementation. Waste Management said it is seeking recovery of more than $100 million in project expenses as well as "the savings and benefits that the SAP software was promised to deliver to Waste Management."

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Who: Ingram Micro

What: Ingram Micro announced problems with a SAP project, what was supposed to provide value and a more efficient environment

Impact: Net Income dropped about $20 million in the same quarter the previous year

Why: Primarily attributable to difficulties transitioning to a new enterprise system in Australia.

Link: http://www.computerworld.com/article/2500604/technology-law-regulation/10-biggest-erp-software-failures-of-2011.html

Darlyn Khun

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What: Sapphire Iphone screens

When: 2014

Impact failure: 1 Billion dollars

Why: The cost to manufacture Sapphire is extremely high, and apple already sell their Iphones at a very high price. Therefore, if they were to include the sapphire screen, the phone would only be more expensive. Another reason why their idea didn't work out was because Apple try to be unique by having a big yet slim phone. Having sapphire screen would make the phone 30% denser which is a considerable amount and noticeable amount as well.

https://www.technologyreview.com/s/533546/the-top-technology-failures-of-2014/

http://new.time.com/3377972/why-apple-didnt-use-sapphire-iphone-screens/

Mohammad Mohasseb

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Waste management sues SAP over ERP implementation

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Waste management sues SAP over ERP implementation

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When: March 27, 2008

Why: Waste management alleges that SAP execs' fraudulent sales scheme

Impact: cost the trash-disposal giant more than  $100 million

Link:
http://www.infoworld.com/article/2648303/applications/waste-management

Xiaoyan LI

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What: buggy student portals and ERP applications at the University of Massachusetts, Stanford and Indiana University.

When: 2004

Impact: 27,000 students unable to find classes or collect financial aid checks.
Why: They implemented a new student portal, which still had many bugs. These were later fixed and students were able to get schedules.
Link: http://www.cio.com/article/2429865/enterprise-resource-planning/10-famous-erp-disasters--dustups-and-disappointments.html
Natasha deSousa

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When: 200

Impact: Nike regressed for the following two years from the hit and lost millions of sales and had a drastic drop in stock

Why:  They implemented a new supply chain software from i2 that confused orders between Air Jordan shoes and Air Garnett shoes and cause inventory concerns and shipping problems
Link: http://www.icmrindia.org/casestudies/catalogue/Operations/SCM%20and%20ERP%20Software%20Implementation%20at%20Nike-From%20Failure%20to%20Success.htm
Cameron DeBoer

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When: 2000

Impact:
More than 100 million in lost sales, depressed its stock by 20%, and class action lawsuit.

Why:
The i2 demand-planning engine incorrectly output orders for thousands more Air Garnett sneakers than the market wants and called for thousands fewer Air Jordan than were needed.
Link: http://www.cio.com/article/2439601/supply-chain-management/nike-rebounds--how--and-why--nike-recovered-from-its-supply-chain-disaster.html
Hady Martinez

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UK Government Failed NPfIT NHS IT programme

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UK Government Failed NPfIT NHS IT programme

# data[].attributes.body
When: 2011

Impact: 12 billion euros

Why: The project was not completed to the initial plan. It was not as functional as it was supposed to be, therefore, how and when it could be used would have been significantly limited.

Link:
http://www.computerworld.co.nz/article/494906/uk_government_scraps_billion-pound_npfit_nhs_it_programme/

Laura Clayborne

# data[].attributes.body
What: Theranos
When: March, 2016

The blood-testing devices that failed to meet the company’s own accuracy requirements for a range of tests, and putting thousands of patients at risk of misdiagnosis.

A redacted version of the report details many deficiencies found by the Centers for Medicare

Impact: company had a 9 billion dollar valuation prior to this
Samantha Lal

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ERP implementation Failure at Hershey Foods Corporation

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ERP implementation Failure at Hershey Foods Corporation

# data[].attributes.body
When: 1993

Impact: profits for the third quarter 1999 dropped dramatically
So what happened
For starters when Hershey missed there initial deadline of April 2009 they decided to go with a Big Bang Strategy

Why:
Lack of communication between distribution leaders and implementers
There was no solid strategy for communication to upper management of the projects progress.

Link:https://prezi.com/rk7ft1bbqtpg/erp-implementation-failure-at-hershey-foods-corporation/

Junghye Cho

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When: Approx 200 BC. Later tested by the Mythbusters.
Impact: Virtually nothing, minor distraction. (Note: Some debate this because records from 200 BC are vague, but ultimately the Romans won the war so it must have failed)
Why it failed: The technology simply wasn't there at the time.
Link: http://www.hellenicaworld.com/Greece/Science/en/Mirrors.html
Explanation: Ultimately technology sometimes fails, not due to the fact that the idea is flawed or implausible, but because the technology simply isn't there yet. The Mythbusters came to the conclusion that mirrors alone do not have the power to transfer the sun's rays into a weapon. However imagine this in a more sci-fi style weapon. A satellite cannon, that charges up an energy weapon using solar panels on it. Even now, we don't have the technology to pull off such a weapon, but the 'science' is at the very least plausible, and it's basically the same idea. Turn the sun's rays into some kind of energy weapon. Ultimately the mirror plan failed, not because using the sun as a weapon is flawed, but due to the fact that it was done in 200 BC and not 2300 AD. The technology simply wasn't there to make the idea work.
- Timothy Waite.

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U.S. Air Force Failed ERP Project Implementation

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U.S. Air Force Failed ERP Project Implementation

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When: Began in 2004

Impact: "blowing through a billion dollars over seven years of development"

Why: It wasn't "feasible or affordable" and was taking too much time to implement.

Link:
http://spectrum.ieee.org/riskfactor/aerospace/military/us-air-force-blows-1-billion-on-failed-erp-project

Gloria Malette

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When: 2013

Impact: $100M and $125M write-down on Balance Sheet

Why: The software did not work with Avon's business model.

Link: http://www.informationweek.com/software/enterprise-applications/avon-pulls-plug-on-$125-million-sap-project/d/d-id/1113061

Rosalyn M. Di Cesare