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Having said that, the liability of failure is still possible. In the case of Comp Group, for example, implementation failure had resulted due to disruption in integration, while UPS faced transitioning barriers like best-fit package. Other pitfalls such as inadequate information, hidden costs, employees' resistance to change, and lack of training - all contribute towards failure.

5. Recommendations

5.1 Critical Success Factor

Theoretically, SCM appeals to the business community because it enhances communication and coordination among the different members of the distribution channel. As technological development took place, SCM has become more efficient in materials management, inventory control, supply chain responsiveness, and flexibility to its buyers. This has played an important role in letting organizations to concentrate on strategic development, product innovation, and improved service delivery. Indeed, as seen in the case of UPS, success in eSCM integration has led the firm to shift its core operational objectives from core logistics and distribution to consultancy and client service. Thus, eSCM integration is no longer an option but a necessity, especially when organizations of the world are migrating online to compete in the global marketplace.

Implementation of eSCM and ERP systems involves evaluation of complex information structures, reengineering organizational processes and, at times, even changing organizational objectives to effectively integrate these systems. Evidence from the above report suggests that organizations need to be clear in their eSCM and ERP implementation approach at the technical, business and application integration levels. They must be prepared to change, and be flexible in their approach to EAI in order to harmoniously transition to a new operating platform.

Success is contingent to the organization's ability to commit itself to the process of integration; in supporting vertical integration, process alteration, cost of implementation and restructuring IS. Moreover, experts are of the view that the choice of software package also determines success. As a result, transitioning to ERP and eSCM must be done with an open mind, flexible attitude and willingness to change.

5.2 Recommendation

For organizations which are endeavouring to migrate to these online-based supply chain systems, I r recommends the following steps and approaches:

Step 1: Evaluation

The organization needs to survey, evaluate and identify the need for change. Identification of processes which need improvement, information which is not being catered to by existing IS, and communication infrastructure limitations would be valuable for developing a future framework for operation. This could be used as a blue print for 'shopping' for application software that is compatible with the organization's needs.

Step 2: Cost Implications

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