The Implications of Inadequate Decision-Making—The Case Study of SCAEK Company

Abstract

This study investigates the role of decision-making as a critical challenge in the implementation of Enterprise Resource Planning (ERP) systems, with a focus on the Algerian context. The first phase of this study involved the examination of several studies in the areas of ERP implementation, the decision-making process during ERP projects and its implications on the success or failure of the implementation. This was followed by the administration of semi-structured interviews with key members of the Cement Company of Ain El-Kebira (SCAEK), with the purpose of elucidating the impacts of the decision-making process on the failed ERP implementation. The study reveals that the centralization of strategic decision-making by the parent company (GICA) significantly influenced the implementation process. This top-down approach led to critical missteps, particularly in vendor and consultant selection, which failed to account for subsidiary-specific needs—ultimately contributing to project failure. This research underscores the pivotal role of decision-making—especially in early project phases—in shaping ERP outcomes. It advocates for decentralized, context-aware approaches to ERP planning and implementation, especially in multi-subsidiary structures.