Understanding Lumber Liquidators' ERP failure

Understanding Lumber Liquidators' ERP failure

Summary: Retailer Lumber Liquidators announced disappointing earnings due to "reduced productivity" associated with its SAP implementation. Here's what really happened.

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Retailer Lumber Liquidators announced disappointing earnings for the third quarter of 2010, due to "reduced productivity" associated with its SAP implementation. Insufficient attention to training workers on the new system appears to have caused the problems and pushed the implementation off-target.

Based on my examination of available information, the problems seem due to poor worker training during the company's transition from manual processes to SAP's automated and structured system. This situation clearly illustrates the business risks associated with insufficient training on enterprise software implementations, whether related to SAP or any other vendor.

In fairness, I must emphasize that no parties associated with the implementation blame the SAP software. To the contrary, CEO Jeff Griffiths said the SAP system is "functioning and doing what it is supposed to do."

Lumber Liquidators is the largest hardwood-flooring retailer in the U.S., with approximately 225 stores and $650 million in estimated 2010 revenue. According to the earnings press release, the training situation caused net income to drop about 45 percent, relative to the previous year; in addition, the release states:

The Company estimates that reduced productivity resulted in approximately $12 million to $14 million in unrealized net sales during the third quarter.

To understand these numbers, it is helpful to recognize the company accepts deposits on orders from retail customers, which then convert to a completed sale once the order is fulfilled. Any delays in delivering finished product to customers thus delays Lumber Liquidators' ability to receive the cash associated with those orders.

During the earnings call, Griffiths described the productivity issues that prevented the company from completing customer orders in a timely manner:

We were not able to service customers or identify new sales opportunities at the level that has been typical for our business historically. Overall, we were not as effective or efficient in identifying open orders, or tracking and processing orders. We also encountered issues with visibility into what inventory was in stock to fulfill customer orders, which led to orders not being completed during the quarter, as they should have been.

All of this combined with our associates acclimating to the new system reduced the time that could be spent helping potential customers shopping at our stores and converting those shoppers into sales.

Griffiths and company CFO, Bob Terrell, further explained that "reductions in warehousing and merchandising productivity" hurt the company's wood finishing operations, lowering the number of units it could finish per hour. As sales slowed from these problems, Lumber Liquidators increased promotional activities, which contributed to higher expenses and further reduced profitability. The company also faced higher payroll, as workers required more time to complete work, and increased transportation costs for expedited shipping.

The company's 10-Q report, filed with the SEC on 11/9/2010, adds more detail:

[T]he implementation of this system had a pervasive impact across our operations, primarily resulting in reduced productivity in our store and warehouse operations, adversely impacting our results in the quarter ended September 30, 2010. This reduction in productivity included:

  • The effectiveness of our store operations to satisfy existing customer orders, and generate new demand,
  • The efficiency of our product allocation and distribution, and
  • The allocation of resources required to operate our business.

The reduction in productivity was greatest in the initial weeks following implementation. Although the Company did not reach pre?implementation productivity by the end of the third quarter, operational efficiency and effectiveness improved during September and improvement has continued in the fourth quarter of 2010. Additional resources were allocated to address specific areas of concern in September, and we will continue to dedicate appropriate resources through the remainder of 2010 to improve operating productivity. In addition, general operating familiarity improved with continued execution. In an effort to focus appropriate resources on serving our domestic customers, we have postponed the opening of our first stores in Canada until the first quarter of 2011.

During the earnings call, CEO Jeff Griffiths said the company had an "ambitious plan" to transform its allocation and planning processes but "did not have tools," prior to SAP. Griffiths added that the company used many "manual processes, running a lot things off of excel spreadsheets." He also said, "The architecture of the previous system did not allow us to implement in phases."

Lumber Liquidators refused my request to interview either Jeff Griffiths or Bob Terrell, saying "they are not available for comment." Aside from making general statements of commitment to Lumber Liquidators, neither SAP nor DataXstream, the company's system integrator, was willing to offer substantive comment for this blog post.

STRATEGIC ANALYSIS

Lumber Liquidators problems arose because, apparently, the company did not anticipate the difficulty employees would have transitioning from the old system to SAP. Poor training is a common obstacle on enterprise implementations of this type.

In a blog post describing the impact of training on implementation success, the CEO of system integrator, Panorama Consulting, Eric Kimberling, wrote:

Unfortunately, Lumber Liquidators isn’t alone in its insufficient attention to organizational change management, ERP training, and communications. Most companies view these activities as optional, nice-to-have activities. However, as many companies realize the hard way, these are critical necessities. As Lumber Liquidators illustrated in its Q3 results, a few hundred thousand dollars and even just a little more time focused on organizational change management would have easily taken a dent out of the $12 million plus of lost sales that resulted from poor user acceptance of the new system.

I asked financial analyst, Matt McGinley, who covers Lumber Liquidators as Managing Director of ISI Group, for his take:

"The problem seems related to sloppy execution due to insufficient training of store staff, rather than core system issues, during the rollout to stores. Lumber Liquidators should have done a better job ensuring that all users were properly trained when they flipped the switch to go live."

Open questions. Beyond identifying training and change management as issues, it would be helpful to understand the decisions that brought Lumber Liquidators to this point. Unfortunately, without detailed information from Lumber Liquidators, we can only speculate as to cause. One anonymous observer offered the following thoughts:

Situations like this usually involve poorly trained consultants, high consulting turnover, poor consulting vendor selection, and bad vendor management.

Unfortunately, Lumber Liquidators refusal to comment encourages observers to assume the worst.

Advice for enterprise buyers. Lumber Liquidators earnings hit reminds us that business change takes time, training, and attention. With relatively few exceptions, most technology implementations do not allocate sufficient resources to manage critical periods of business transformation.

Most projects begin life with the hopeful enthusiasm of anticipated triumph and success. However, success requires paying planning for details that do not become relevant until much later in project; training is a perfect example.

Early in the process, the best consultants inform project stakeholders of the need to allocate resources to handle these downstream requirements; the best enterprise customers then act on that advice. Unfortunately, in practice, many consultants do a poor job explaining what's needed and enterprise stakeholders often ignore advice when it's given.

If you are an enterprise buyer, do not allow the euphoria of a new project to overcome prudence. Wise buyers find experienced consultants and demand candid forthrightness from them. To achieve success, you must replace the temporary bubble of euphoria with a realistic examination of common project risks.

[Image from iStockPhoto. Disclosure: SAP is a client, although not in areas related to this project.]

Topics: Banking, Enterprise Software, Hardware, Software

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24 comments
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  • Training is always

    1. left for last
    2. first item to be cut
    davebarnes
  • RE: Understanding Lumber Liquidators' ERP failure

    SAP is historically the worst track record of all ERP implementations. When one goes right they study the heck out of it to understand just what happened.
    DiggityDoug
    • How true...

      @DiggityDoug Not just ERP either. I myself have never seen an SAP install go smoothly (the last place I saw fired the whole IT department over it).
      happyharry_z
      • RE: Understanding Lumber Liquidators' ERP failure

        @happyharry_z
        Ditto. On top of failed roll-outs, SAP has probably the worst user interface on the PC clients of any major ERP suite.
        Yes, it does work if SAP data netry is ALL you do, but like most, SAP is one tool of many and few use it 100% out of the workday. The entry barrier to when you start using it is far too high, and lack of admin staff (that should be well trained on SAP) results in errors and added costs in day-to-day business.
        I just remember how tricky it was to get standard quotes or BOMs to print. Was easier to copy over into Excel and work it there....
        wellcraft19
    • RE: Understanding Lumber Liquidators' ERP failure

      @DiggityDoug Went smoothly at my company - albiet it was 6 months delayed - but it went smoothly. BW Implementation (my team) went smoothly and has been working. APO was fine on target and on time and under budget, CRM was fine HR went in fine. Bus. Objects is a little tricky right now.
      ItsTheBottomLine
  • RE: Understanding Lumber Liquidators' ERP failure

    SAP do have its own problems and risk is always there when its implementation undergoes - But hell to these CFOs who put Trainings far less in their priorities.
    javed.system.analyst@...
  • SAP = 1yr loss sales

    In my industry all the manufacturers have gone to SAP and we all laugh as a competing manufacturer goes to SAP, and we count our increased sales because they cant ship something off the shelf yet alone manufacture some thing special
    jbrown70
  • SAP failures get press because they're the top dog in the market...

    I don't see a higher percentage of failures implementing SAP than any other ERP system on the market. Why do SAP implentations get so much press? The same reason why Apple, Microsoft, Google and Oracle get so much press...they are number one in their market. Is it expensive and difficult to have a successful SAP implementation? Of course it is. It is no less difficult to implement JD Edwards, Baan, Peoplesoft, Oracle, Lawson, QAD, SyteLine, Navision, Solomon, MAS 500 or any other resource planning system on the market. Why don't all their implementation failures make the front page news? Because nobody cares...
    jasonp@...
    • RE: Understanding Lumber Liquidators' ERP failure

      @jasonp@... I agree.
      ItsTheBottomLine
    • RE: Understanding Lumber Liquidators' ERP failure

      @jasonp@... Absolutely right this is an industry issue. I cannot express this point strongly enough -- NO enterprise vendor is immune to these issues.
      mkrigsman@...
  • RE: Understanding Lumber Liquidators' ERP failure

    Anytime you have an issue that has the potential to impact timeline dates, testing and change management are the first two items to be scaled back.

    As always..... OUCH!
    rhonin
  • Issue is not just SAP

    This is not a SAP issue but an enterprise software issue. And I don't think you can blame it primarily on poor user training, the issue is user adoption and that is much more than just training. This is a pretty timely article as I just wrote a blog on how companies like Lumber Liqudiators get themselves into this situation with enterprise software - http://www.yurbi.com/blog/bi-thoughts/the-vow-of-blind-support-for-enterprise-software
    davferg
  • Thanks For Sharing

    Never shop there anyway but thanks for the heads up.
    Nesivos
  • "ERP enterprise software" a flawed concept?

    When will IT buyers learn - business is about people and new software must have this as a driver which means early engagement to listen to their views and build as required not force on them a massively expensive "system" which is little more than a sophisticated general ledger. Flexibility in software is vital to ensure good processes remain assets as business requirement change and this ERP approach fails.
    If the term "enterprise software" is to survive it needs to change recognising people actually work in small teams to achieve business outcomes which makes a business. Thereafter such information can be recorded for the accounting records which have quite different characteristics.
    How can this be achieved well not with the clunky software current offered by the "supervendors"! As Bill gates said in 2008 ??customization of applications, the dream, the quest, we call it, should take a tenth as much code as it takes today.? ?You should be able to do things on a declarative basis,? Yes it does work but may crater the investment made by supervendors but folk like Lumber Liquidators will get what they and their people want at a sensible cost without catastrophic disruption.
    David Chassels
  • RE: Understanding Lumber Liquidators' ERP failure

    How very typical! Businesses always want to do things 'on the cheap'- and training is always slashed because CIOs/CEOs think they can 'wing it'.... Enterprise level thinking MUST include thorough enduser and infrastructure/systems and application management resource training. Also, a 'big bang' ERP implementation can be dangerous for many organizations..... how sad.... but how typical. For they that love Microsoft: remember the Bill Gates quote, "It doesn't have to work as long as it looks good."
    WSguru
  • RE: Understanding Lumber Liquidators' ERP failure

    Where is the responsibility for this at the CIO level? Who made the decision to use SAP?
    Bobby Ray Harley
    • RE: Understanding Lumber Liquidators' ERP failure

      @Bobby Ray Harley As the post clearly states, this is not an SAP software issue. Even the company CEO makes that fact plain.

      Training and change management are project delivery and execution issues that arise on many software implementations.
      mkrigsman@...
      • RE: Understanding Lumber Liquidators' ERP failure

        @mkrigsman@... post implementation execution is not the point. Itsthebottomline (above) said that implementation for them (not LL) was smooth for SAP, but it was 6 months late. How smooth was the implementation at LL? How many defects existed right before the software was implemented at LL? How realistic were the time lines set by management at LL? Tens of millions in lost revenue, and declining comps, are never contingent on training, the failure to communicate training material to the sales people or the failure of the sales people to understand the system. This does not pass the smell test.
        Bobby Ray Harley
  • Also an approach

    Given the rollout to 255 stores, the mangement had no way they could effectively train persons across all geographies. I think that the management along with the implementors should have gone for a pilot by selecting a specific region and addressing all issues. An early decision in an ERP implementation is whether implementation is going to b"big bang" or phased.
    ananthap@...
    • RE: Understanding Lumber Liquidators' ERP failure

      @ananthap@... Excellent point!
      elizab