Using offshore system implementation firms for ERP projects introduces significant risks, primarily due to challenges in coordination, communication, and accountability, which often place an undue burden on the onshore team for management visibility.
Time zone differences, cultural mismatches, and language barriers can lead to delays in resolving critical issues, misaligned expectations, or incomplete deliverables, as offshore teams may lack the contextual understanding of the onshore organization’s unique processes.
This disconnect frequently forces the onshore team to take on an oversized role in overseeing progress, chasing updates, and bridging gaps in understanding—tasks that erode their bandwidth for strategic oversight or core responsibilities. Moreover, offshore firms may provide limited transparency into their workflows, leaving onshore managers scrambling to verify quality, track milestones, or ensure compliance with project specifications.
The result is a lopsided dynamic where the onshore team becomes bogged down in micromanagement, struggling to maintain visibility into a process that should be streamlined, ultimately jeopardizing the ERP project’s timeline, budget, and overall success.