This study objectives to verify, analyze and describe the difficulties and synergies between the strategic management methodology BSC (Balanced Scorecard) and integrated information system ERP (Enterprise Resource Planning) in the operations management. This is a multiple case study, which focuses on the relationship between these systems, contributing to a theoretical model that relates the characteristics of both management systems. Based on a broad theoretical framework that addresses several issues related to operations management, strategy, organizational system, ERP, performance indices and BSC, five companies were visited to questionnaires that enabled the identification of synergies, benefits, problems and difficulties between the BSC and ERP. In conclusion of this study, observations were made in relation to the BSC and ERP systems, especially regarding the difficulties identified and synergies between them in the operations management. Stood out in this work, the importance these two systems for planning, implementation and monitoring of strategy in organizations.