The story of SAP implementation in Ulmart Co., widely known in narrow circles, is still waiting for an Edward Gibbon to describe it.
Especially as its resolution is coming.

Still, we can already highlight some pieces of the puzzle.

After monumental efforts were made to automate the Ulmart stores with SAP in the "waybill typewriter" paradigm, there emerged a situation of a certain kind, you know, ... not a nice one.

In short, the company’s work quality suffered somewhat.

In particular, as regards goods logistics, this resulted in dramatic discrepancies between the theoretic inventory and the practical availability of goods at the warehouse.
Simply speaking, there could be something in the "database" but not at the warehouse.

It’s easy to imagine how such "success", "assisted by SAP® solutions", could tell on e.g. customer loyalty.
Or on the moral climate among the personnel.

To relieve the suffering of the logistical hubs" personnel (who continued being in dia$par), a special business logic module was implemented.

If something is found missing, notification is sent to the client immediately. This gives him more time to try to "succeed" once again by additionally ordering a goods item similar to the missing one.
Or to cancel the order altogether and thus avoid disappointment upon receiving his order or calling at the shop.

In more complicated cases (e.g. thirteen clients need a total of 60 goods units but only 53 pieces are found), the dia$par robot cuts the uncovered orders on its own, following the logic of minimized customer discontent and refusal probability.
For example, retail customers are a higher priority than corporate ones, other things being equal; larger orders that can be fully assembled from the goods available take priority over small ones that will remain incomplete anyway, and so on.

The implementation of the anti-SAP logistical business logic reduced the number of order refusals on delivery by at least 10%.

In a situation where a competent business manager hopes to "succeed" without turning to the multi-million-dollar brain-and-astral egregore of SAP, the logical and programming exercises similar to those described above are totally redundant: you can obtain a warehouse working better than Swiss clockwork using tools quite conceivable to your common sense.