However, this exercise only served as an identification tool, they were not used to evaluate their current processes leading McDuncan and fellow managers to dangerously assume that their current MRPII system along with there other software packages were accurate and suitable for the new ERP system. They were unaware that they would have to reorganize their operations to fit the system. PowerIT chose the most popular choice today, to purchase a customizable off-the-shelf enterprise system provided by a vendor. The choice of vendor can make or break the success of the system. In this case, the business development manager, McDuncan, made a rash decision. First, he only invited three vendors for detailed presentations, only two of which, responded. Although McDuncan was not impressed by the two presentations, he still chose a final vendor. What he should have done was to continue his search for the right vendor for the company. He “did not consider that he had the option to stop, or review, the acquisition process at that point.” He also did not address his concerns with the CEO and the other senior managers who might have advised him to find a better vendor or even reconsider the project.
The three final options available to PowerIT are: 1) reimplement and modify, 2) consider vendor proposals to