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...

The Leapfrog company, for example, manufacturing educational toys, implemented a new system by relying on the expertise of various people working in the field. The main difference between Leapfrog and Hershey was the fact that Leapfrog did not assume that its employees would automatically understand the new system. Furthermore, a reasonable deadline was implemented, and problems were ironed out before they became major issues.
Therefore, Hershey could have save a large amount of money, along with its reputation, by implementing the advice of experts as well as retaining a more reasonable timeline.

Sources

Levin, R. (2008, Sept. 24). Leapfrog Makes a Flying Leap onto the SOA Pad. Retrieved from http://www.cio.com/article/451088/Leapfrog_Makes_a_Flying_Leap_onto_the_SOA_Pad?page=2&taxonomyId=3016

The Hershey Story. (2010). Retrieved from http://www.cio.com/article/451088/Leapfrog_Makes_a_Flying_Leap_onto_the_SOA_Pad?page=2&taxonomyId=3016