Enterprise resource planning (ERP) and its ability to handle various transactionalrequirements including accounting. The value of corporate data integration and automation will be explored along with...

FAILED ERP IMPLEMENTATION
ASSESSMENT 2: ERP
Table of Contents
Introduction    3
Identification of Failed ERP Implementation and Details of Those Cases of Failed Implementation    3
Analyzing the Reasons for Failure    4
Suggestive Strategies to Avoid Such Failures and Linking These Strategies to Latest Available Technology    5
Conclusion with Own Opinions to this Case    6
References    8
Introduction
A comprehensive case study of enterprise resource planning is discussed in this article happened in an Egyptian state-owned corporation (AML), modification failure (ERP) by drawing on modern institutional sociology and its expansions. The paper describes that the interplay between systemic stresses, institutionalized accounting processes, relationships of intra-organizational control and market forces that lead to the failure of a large corporation to integrate ERP. Understanding these relationships will help other organizations become more informed of the factors that impact the effective adoption of new ERP systems and provide a stronger basis for preparing for new innovations to be implemented (Kholeif, Abdel-Kader & Sherer, 2020).
Identification of Failed ERP Implementation and Details of Those Cases of Failed Implementation
Accounting processes and procedures are frequently found to be hard or sluggish to adjust. The implementation of Enterprise Resource Planning (ERP) was supposed to begin the 1990s; programs significantly altered accounting systems and procedures. The information provided is disappointing, however. It was found that ERP systems instead of improving current accounting systems and processes alter them. The results showed that the unwillingness of the ERP system to comply with the control authorities' core accounting standards (the Central Accountability Agency) was the explicit explanation given by organizational actors for the company's failing to deliver ERP.
In addition, the externally enforced Uniform Accounting Framework standards and preparation budgets had been used to resist both other internal constraints (the Holding Company for Engineering Industries) and business and competitive constraints. The stability of accounting in this report was a result and a justification for the ERP. The primary explanation for ERP failure was customization. The Standardized Accounting System must be implemented by the Finance Department. It is like the constitution in this framework and it is to be followed. Accountants have some reports that need to be drawn up.
The organization was highly inflexible and they had no ability to modify business operations. The ERP presented options, but they were not sufficient for us. For the Egyptian climate, the program is not sufficient. For Europe, it would be useful. There was a desire to make the ERP system achieve success; the method was not in accordance with systems, however. The issue was that it was software, which was not customizable. It was restrictive software to push a train alone on a rail track. It would fulfil needs with customized (custom-developed) solutions. A suggestion from the holding company to incorporate a successful information management system was the ERP project.
In order to promote collaboration and the dissemination of data to decision-makers in real time, the goal was the existence of a shared centralized system of database for the entire organization. However, it assumes that the ERP implementation failed because there was a total breakdown in the business. The holding company decided to restructure information...