While early cited benefits of Enterprise Resource Planning (ERP) or enterprise systems remain for the most part highly desirable, it is often the case that the promise of delivery differs from reality. Many now agree that achieving enterprise systems benefits is complex, cumbersome, risky and expensive. Furthermore many ERP projects do not fully achieve expectations. This paper takes a critical lens to the prospect of a firm achieving enterprise systems' benefits and presents the findings of a case study that examines the underlying managerial and organizational reasons of one multi-national enterprise for, at least, postponing ERP implementation. It reveals a rich picture of implementation motivators, inhibitors and the perceived and real benefits of enterprise systems.