Cisco Systems, Inc. had a legacy software$/$IT package supporting the company's core transaction processing $-$ financial, manufacturing, and order entry. The system was, however, deteriorating in terms of its capacity to support the growth of the business. In considering an upgrade of the existing system, Cisco Systems Chief Information Officer $($CIO$)$ Pete Solvik recognized that the system could not support a company with ambitions of being a $$5$ billion$-$plus organization. Solvik wanted to have each functional area to follow common architectures and databases. Over the following year, however, it became evident that departments were doing little more than band$-$aid solutions.

What was the catalyst that set the ERP implementation in motion? Choose all that apply.

The system was never designed to achieve the $5$ billion dollar level. The system was simply not scalable.

The major problem was the ability of the software to handle the transaction volume in the Cisco environment.

On average the system went down nearly once a day while on$-$time shipping fell from $95\%$ to $75\%$

The legacy system began failing in dramatic fashion $-$ even a malfunction and corruption of the central database occurred such that the company had to shut the system down for two days.