Reengineering Business Processes through ERP Implementation to Drive Organizational Change and Sustainability

Implementing a new ERP system represents a strategic opportunity to redesign business processes, improve operational integration, and support sustainable transformation. This thesis explores the real-life deployment of a modern ERP platform within a fashion company, combining theoretical foundations with a critical, end-to-end analysis of the implementation journey. The initial part offers a comprehensive overview of the ERP landscape, with a focus on enterprise architecture, project and change management, and the emerging role of ERP systems in enabling sustainability initiatives. The context of the client organization is then introduced, along with the rationale for adopting a hybrid project management approach. Although the project was initially structured around Agile principles, specifically Scrum, the need to coordinate multiple systems and actors led to a more flexible and pragmatic model. The implementation phase is examined in depth through the analysis of distinct functional epics, ranging from collection development and procure to pay & production, to omnichannel distribution, highlighting key decisions, technical configurations, and the challenges encountered. Critical issues, such as cross-functional alignment, resistance to change, and integration complexity, are addressed through practical examples drawn directly from the project. The final discussion reflects on the strategic impacts of the ERP rollout, assessing the balance between costs and benefits, the learning curve associated with long-term change, and the role of ERP systems in promoting resilience, traceability, and sustainability across the enterprise.