In the opening case of Target's ERP implementation, which managerial decision contributed to the failure?

The decision-making processes during Target's ERP implementation case highlighted various management strategies that ultimately contributed to the project's failure. One critical aspect was the aggressive implementation timeline. This rushed schedule often leads to inadequate testing and insufficient change management, which can result in significant operational issues once the system goes live.

Additionally, utilizing U.S. operations figures for Canadian forecasts exemplifies a lack of understanding of local market dynamics. Such an oversight could lead to poor inventory management and mismatched product offerings, adversely affecting customer satisfaction and sales.

Turning off auto-replenishment features also critically impacted inventory management. This feature is essential for maintaining stock levels and ensuring that demand is met without overstocking or stockouts. Disabling this capability can disrupt the supply chain, leading to decreased efficiency and customer dissatisfaction.

Each of these individual decisions created a compounding effect that ultimately led to the overall failure in targeting the integration of operations between the U.S. and Canada. Therefore, all of the identified managerial choices played a significant role in this context, collectively resulting in a flawed implementation of the ERP system.