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>The CFO and some senior leadership erroneously blamed it for their shortcomings/used it as a scapegoat

the key thing to understand about ERP systems is that this is their primary purpose. anything else they claim to do is secondary.

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Which is why they are vastly better whilst in the middle of a tricky migration, especially if it is going badly, and especially especially if it is being done by the most expensive contractors.

yes, the key is to always have some sort of migration happening so every problem can be addressed by saying "this will be resolved after the new ERP is rolled out"

And you can decline to do literally any piece of work because you need to focus on the migration.

Perfect scheme.

Or “it’s best to wait till the migration complete before our team needs to do anything”

The latter half of your sentence suggests this project may actually have been a roaring success (for the vendor).

Depends on the vendor's goals. If it's to fatten and butcher a pig, and never see any future work from them, sure. If the vendor is hoping to have a sustained profitable relationship then not so much.

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