The purpose of this paper is to develop and validate a model that demonstrates the influence of ERP implementation on the power and interests of actors in a manufacturing environment. An empirical in-depth longitudinal case study examines how a medium-sized company in the graphics industry implemented an ERP system and how this has affected the interests and power distribution between the manufacturing and sales departments. The case study reveals that the power division among key players at the production-sales interface has been affected by the ERP implementation. These changes influence their attitudes and behaviours as well as the usage of the ERP system. The findings imply that those implementing ERP systems in such environments should, from the outset of the project, identify potential changes in the division of power and seek to reconcile stakeholder interests..