Yep, this sounds so familiar. I am an Oracle ERP consultant and have worked on dozens of sites over the years. Most of them are actually highly successful, some less so and only one has ever been a disaster and scrapped - in that case it wasn't software that was the problem, it was people, exactly like the Air Force debacle. When an implementation fails, it's easy to blame Oracle or SAP or "System X", but in my experience that's rarely the case, or rarely is it the root cause - there may be weaknesses in the software but all ERP systems are designed to be customised. So when an organisation commits to an ERP system, if it is to be successful then it has to work both ways:
A. The ERP system has to be set up to work with the organisation (this may mean some customisations),
B. At the same time the organisation may need to be modified to work with the ERP system.
The problems come when B doesn't happen and the project uses A to compensate. If you don't want to do B then choose another ERP that fits your organisation closer. Or write something from scratch (good luck with that, the world needs another GL,AP,AR,SCP,MRP,FA etc)