The Implications of Inadequate Decision‐Making—The Case Study of <scp>SCAEK</scp> 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.