Analyzing ERP-System implementation in an automotive company

Abstract

This master’s thesis investigates the implementation of a new Enterprise Resource Planning (ERP) system, SAP S/4HANA, within the automotive company Polestar. As the company transitions from its previous system, Workday, to SAP, the focus lies on improving process standardization and cross- functional collaboration. The study adopts a qualitative case study methodology, combining semi- structured interviews with employees, analysis of internal documentation, and a theoretical framework rooted in ERP implementation literature and organizational theories. Key internal factors such as coordination mechanisms, change management, knowledge sharing, and corporate culture are analyzed alongside external factors derived from the ARA-model, which emphasizes activity links, resource ties, and actor bonds. The findings reveal that insufficient early communication, lack of cross-functional alignment, and overreliance on external consultants hampered initial progress. However, over time improvements in collaboration and organizational learning emerged. The thesis proposes a conceptual ERP Implementation Model to evaluate how internal and external factors influence each phase which are: pre-implementation, implementation, and post-implementation of ERP implementation. The insights are intended to support both Polestar and other organizations navigating complex ERP implementations and to provide actionable recommendations for the future. It can also give insights and understanding to other companies when implementing new ERP systems in the future.