Source-grounded enterprise technology project failure analysis.https://project-failure-intelligence.pages.dev/en-ushttps://project-failure-intelligence.pages.dev/revlon-sap-disruption/https://project-failure-intelligence.pages.dev/revlon-sap-disruption/Draft record created from reporting on alleged SAP-related disruption in inventory, receivables, and order processes. The case needs analyst refinement before publication.Sat, 22 Aug 2026 03:05:00 GMTERP ImplementationSAP ERPConsumer Goodsweak governancedata migration qualityhttps://project-failure-intelligence.pages.dev/mission-produce-erp-go-live-disruption/https://project-failure-intelligence.pages.dev/mission-produce-erp-go-live-disruption/Mission Produce’s November 2021 ERP go-live disrupted core avocado operations, leaving the company unable to reliably track inventory volumes and ripeness, which caused spoilage, supply gaps, and invoicing delays. To keep customer commitments, it had to buy fruit from other suppliers and create workaround processes while bringing in outside consultants to stabilize the system. The failure mattered because it materially damaged margins and was cited as the primary driver behind a $22.2 million year-over-year drop in quarterly gross profit, exposing weaknesses in implementation planning, risk sizing, and post-go-live stabilization.Sun, 19 Jul 2026 16:02:56 GMTERP ImplementationERP modernizationFood Distributionstabilization gapsintegration complexityoperational disruptionhttps://project-failure-intelligence.pages.dev/nhs-national-programme-for-it/https://project-failure-intelligence.pages.dev/nhs-national-programme-for-it/The programme aimed to centralize major NHS information systems, but it became a prolonged megaproject marked by unclear scope, weak stakeholder buy-in, contract imbalance, and persistent delivery failure. The effort became a reference case for top-down public-sector technology transformation failure.Sun, 19 Jul 2026 16:02:56 GMTDigital Transformation ProgramNational health IT and electronic care recordsHealthcareconflicting prioritiesweak governancecommunication gapsvendor dependencylate risk escalationhttps://project-failure-intelligence.pages.dev/hershey-sap-order-and-distribution-failure/https://project-failure-intelligence.pages.dev/hershey-sap-order-and-distribution-failure/Hershey's late-1999 rollout tied together ERP, CRM, and supply-chain platforms but disrupted order fulfillment at the worst possible point in the retail calendar. The company later recovered, but the initial launch became a standard example of how tightly coupled go-lives can hurt the business before process change is absorbed.Sun, 19 Jul 2026 16:02:56 GMTERP ImplementationSAP ERP, Siebel CRM, Manugistics supply chainManufacturingprocess redesign failureintegration complexityinsufficient contingency planningcommunication gapshttps://project-failure-intelligence.pages.dev/att-wireless-crm-upgrade-breakdown/https://project-failure-intelligence.pages.dev/att-wireless-crm-upgrade-breakdown/AT&T Wireless upgraded Siebel CRM under severe business pressure while also navigating outsourcing rumors, layoffs, number-portability deadlines, and deep back-end integration work. The result was a visible customer-service collapse that damaged revenue and reputation.Sun, 19 Jul 2026 16:02:56 GMTCRM ImplementationSiebel CRM upgrade and telecom integrationsTelecommunicationsunrealistic timelineintegration complexitystaffing shortagesinsufficient contingency planningleadership turnoverhttps://project-failure-intelligence.pages.dev/tsb-core-banking-migration-disaster/https://project-failure-intelligence.pages.dev/tsb-core-banking-migration-disaster/TSB's migration of millions of customer accounts from Lloyds-hosted systems to Sabadell's platform failed publicly and immediately. Customers lost access, saw incorrect information, and the bank later faced heavy regulatory penalties tied to governance and outsourcing failures.Sun, 19 Jul 2026 16:02:56 GMTInfrastructure ModernizationCore banking migrationFinancial Servicesweak governancevendor dependencylegacy dependenciestesting gapslate risk escalationhttps://project-failure-intelligence.pages.dev/lidl-sap-hana-abandonment/https://project-failure-intelligence.pages.dev/lidl-sap-hana-abandonment/Lidl abandoned a €500 million SAP merchandise-management programme after going live and investing in broad rollout. The programme illustrates the cost of forcing a new enterprise platform into a business model whose economics and operational assumptions were not truly aligned.Sun, 19 Jul 2026 16:02:56 GMTERP ImplementationSAP Retail on HANARetailbudget constraintslegacy dependenciesunclear success metricsundefined ownershiphttps://project-failure-intelligence.pages.dev/birmingham-oracle-erp-failure/https://project-failure-intelligence.pages.dev/birmingham-oracle-erp-failure/Birmingham City Council replaced its long-standing SAP environment with Oracle Cloud in a programme that became a governance and execution failure. Costs more than doubled, critical finance functions remained impaired, and the council entered reimplementation while still dealing with operational fallout.Sun, 19 Jul 2026 16:02:56 GMTERP ImplementationOracle Cloud ERP and HCMPublic Sectorskill gapsexcessive customizationintegration complexitylate risk escalationvendor dependency