This bachelor's thesis investigates the challenges faced by an organisation operating across two ERP systems. Problems include inconsistent data structures, duplicated efforts, and inefficient workflows. Limited resources, fragmented responsibilities, and a lack of strategic direction further compound these issues. The overall result is increased manual effort, reduced accountability, and a loss of efficiency.

The study followed a design science research approach using mixed methods. A survey was conducted among employees to assess operational, managerial, and strategic impacts of the multi-ERP setup. In addition, semi-structured interviews with key stakeholders provided qualitative insights. Secondary data, including internal reports and system documentation, supported the analysis. The combined findings formed the basis for practical recommendations.

Operating two ERP systems results in fragmented processes, duplicated efforts, and increased complexity. Users reported limited ownership, inconsistent data quality, and frequent workarounds, particularly in ERP1. Some departments, such as Controlling, face high administrative burdens due to system discrepancies. Although ERP2 offers better master data quality, it introduces dependencies on other business areas, complicating operations. Strategic ERP usage is minimal, with users relying on external tools like Excel and Salesforce for reporting and forecasting. Interviews reveal a lack of governance, process harmonisation, and ERP expertise. There is a broad consensus among users on the need for standardisation and system consolidation. Overall, the findings indicate that a unified ERP system would reduce manual workload, improve user experience, and better support strategic decision-making. However, alternative recommendations may also be viable and should be evaluated in alignment with other ongoing programs and organisational priorities.