Common mistakes when implementing an ERP in your company

Implementing an ERP (Enterprise Resource Planning) system is a strategic decision that can completely transform a company’s operations. These systems allow key processes like purchasing, finance, inventory, production, and sales to be integrated, generating greater efficiency, visibility, and control. However, a poorly executed implementation can create more problems than solutions.

Many companies make mistakes during this process—not out of bad intentions, but due to lack of knowledge or underestimating its complexity. In this article, we’ll cover the most common mistakes when implementing an ERP and how to avoid them, so your project can be a real success instead of a constant headache.

1. Lack of Planning and Clear Objectives

One of the most frequent mistakes is starting implementation without a clear strategy. Many organizations buy a system believing it will automatically solve their problems, without first defining which processes they want to improve or what specific goals they expect to achieve.

How to avoid this mistake:

• Set clear, measurable goals aligned with your business strategy.

• Define a realistic schedule with clear milestones and responsibilities.

• Involve all key teams from the start, especially those who will use the system daily.

• Conduct a thorough analysis of current processes to detect bottlenecks or duplicated tasks.

• Use methodologies like business process mapping to fully understand how your operations currently work.

Remember: implementing an ERP isn’t just about installing software—it’s about redesigning processes based on a clear vision.

2. Choosing the Wrong ERP Software

Not all ERP systems are created equal. Each has its own strengths, industry focus, and limitations. Choosing an ERP that doesn’t fit your company’s real needs is a critical mistake that can lead to additional costs, frustration, and low performance.

How to avoid this mistake:

• Evaluate multiple options by comparing features, flexibility, and technical support.

• Ensure the ERP is scalable so it can grow as your business grows.

• Prioritize ERPs that allow customization or adaptation to existing workflows.

• Look for case studies or success stories from companies similar to yours.

• Consider not only the upfront cost but also the total cost of ownership (TCO) over the long term.

Choosing the right ERP from the start can save you years of operational frustration.

3. Lack of Training and Resistance to Change

An ERP only works if the people using it fully understand how it works. Many implementations fail because users resist change or do not receive adequate training. As a result, they often revert to manual or outdated processes, wasting the potential of the new system.

How to avoid this mistake:

• Design a continuous training plan starting before the system launch.

• Communicate clearly the benefits of the new ERP—how it will make their work easier, reduce errors, and streamline processes.

• Appoint change ambassadors within each department to help lead the process internally.

• Organize hands-on sessions and encourage ongoing learning even after the launch.

• Maintain open feedback channels to listen to suggestions and concerns.

Remember: technology alone doesn’t create value. The value comes from the team using it effectively.

4. Excessive Customization of the ERP

Every company has its own way of doing things, but many fall into the trap of wanting to customize everything to match their old processes. The problem is that excessive modifications complicate future updates and drive up maintenance costs.

How to avoid this mistake:

• Whenever possible, stick to the standard features of the ERP.

• Carefully evaluate the need for each customization: Is this necessary, or just a habit from older workflows?

• Document all customizations with clarity.

• Prioritize customizations that create true competitive advantages, not just convenience.

• Check with your provider about how modifications will affect future upgrades.

A good ERP is flexible, but it should not become a completely different system than the one originally designed.

5. Underestimating the Required Resources

Implementing an ERP requires time, money, and personnel. Many companies miscalculate or under-allocate these resources, leading to overloads, delays, and incomplete or failed implementations.

How to avoid this mistake:

• Create a realistic estimate of the resources needed—human, financial, and technological.

• Assign a dedicated team to the project, with time specifically set aside for implementation tasks.

• Don’t underestimate the amount of time employees will need for training, testing, and adjustment.

• Consider hidden costs, such as technical support, external consulting, or post-implementation adjustments.

• Conduct regular progress reviews to track resource usage and make adjustments as needed.

Remember: cutting corners may seem cheaper in the short term, but it will likely cost you much more later.