Why ERP implementations fail.
ERP programmes fail on unowned processes, data discovered at the end, and a go-live date with no plan for the month after.
I rarely see an ERP implementation fail because the software could not store an invoice. I see it fail because the company never decided how it wanted to work, then asked the software to decide for it.
Nobody owns the process
Workshops fill with representatives who can describe their corner and cannot commit the company. Design drifts. At go-live, every exception comes back as "this is not how we do it", because how you do it was never chosen. Name one owner for order-to-cash, one for procure-to-pay, and one for inventory. Give them the right to disappoint a department.
The data arrives as a surprise
Master data is treated as a technical task in the last six weeks. That is when you discover duplicate customers, items with no unit of measure, and open orders nobody will claim. The date moves, or you go live on bad data and spend a year not trusting the reports. Start the cleanup when the project starts, with business people, not the week the migration script is due.
Go-live is treated as the ending
Cutover weekend is a milestone. The following month is the project: floor support, a list of real errors, a decision on what will be fixed now and what will wait. Programmes that disband the team on Monday morning get a system people work around by Friday.
None of this requires a different product. It requires decisions made early, by people who will still be there when the consultants leave.