Nature of the problem:In an effort to address internal performance issues and remain competitive in the food service industry, Foodbuy management has implemented a performance management system of forced distribution performance (PMS). The purpose of the newly applied PMS was to align employees with the organization's new strategic goals. While changes were needed due to our many systems for measuring performance, a more well-conceived plan was needed. Most of Foodbuy's management staff recognized the importance of a more uniform global plan, which was necessary to consolidate goal setting, performance evaluation and development into one common system. On the contrary, many objected to the rushed implementation process. Senior management communicated the new PMS in a single mass email communication to all its employees. While it was critical for Foodbuy to remain competitive in the foodservice industry and align with new strategic goals, the vision was unclear on how to accomplish this task. So, what went wrong? The purpose of this article will be to discuss Foodbuy's poor PMS implementation process and recommendations on how to avoid implementing hasty, non-consensus decisions from management. Analysis and evaluation: For example, there were several hasty and poorly implemented decisions that overlapped between the old systems and the newly implemented PMS. One area of ​​concern was the lack of employee participation in the overall planning process, as well as the effectiveness and ineffectiveness of the performance of the new PMS. Compared to the strategic congruence of our old systems, the new Foodbuy system did not include goal setting and team building. Furthermore, the effectiveness and ineffectiveness of the system... middle of the paper... is not a vision, the people will perish..." (Proverbs 29:18, King James Version). A hasty implementation of PMS may need to be explored further as this may mean that a cultural change may be required within the Foodbuy organization. Careful implementation is a must for performance management systems, making it crucial to the success of a business. organization. When implemented effectively, it ensures fairness and accountability, promotes growth and development, and encourages a sense of pride in employees' contributions to the organization. Works Cited (Capko, 2003) (Scott, C. & Jaffe , D. 1995) Capko, J. (2003). Steps to a Performance Appraisal System. Newbury Park, CA: Sage Group Inc. http://www.aafp.org/fpm/2003/0300/p43.html .Scott, C. & Jaffe, D. (1995).Change at work: Guiding people through. Menlo Park, CA: Crisp Publications.