This meant nine months of training and implementation that would just not be possible. This does not appear to have been taken into account by the managers.
External risks include the fact that Hershey's customers would lose their trust in their supplier. This culminated in the loss of significant shelf space, which would be difficult to regain after the crisis had passed. Furthermore, despite promises that Hershey made to supply by Valentine's Day and Easter, this could not be guaranteed. The loss of business and good faith resulting from an inability to properly implement the new system resulted in a loss of reputation for the company as well. This should have been anticipated, particularly with the new deadline.
A significant internal risk was the loss of revenue. Hershey had invested $112 million for the implementation of the whole project. This amount should have merited a proper assessment of possible risks, including the ability of personnel to use and understand the new system. The greatest risk that should have been understood is the new timeline.
Hershey should...
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