I find it very difficult to fight for sensible defaults in a company when everybody only sees their area and has a very strong opinion about that. Only a strong force like the SAP transition can break up with those encrusted structures.
After seven years and 500 million euro spent, the project was cancelled and they went back to using their old inventory system.
So, in this case, customising SAP to fit the company's processes wasn't worth it even for a rather large company like Lidl.
If memory serves well, Liqui Molly had similar, but cheaper, experiences with Microsoft.