Globally, the trend is towards implementing Enterprise Resource Planning (ERP) system. These days several organizations in Ethiopia are also implementing ERP system. Despite the huge investment in ERP systems, the failure rate of ERP projects is high and the situation is too serious in a resource constrained contexts such as in Ethiopia. Extant literature revealed that client-consultant conflict is one of the critical failure factors for ERP projects. However, there is lack of research on the types and sources of client-consultant conflicts. Few prior researches mainly focus on conflict categorization/ taxonomy such as technical and process conflicts and internal and external conflicts. This study aims to identify types and sources of client-consultant conflicts during ERP implementation and map the conflicts to ERP implementation phases. rnThis is a qualitative case study conducted in selected companies in Ethiopia that implemented Microsoft Dynamics NAV ERP. Fifteen CSFs were derived from previous studies and the effect of the absence of these identified CSFs on client-consultant conflicts is conceptualized. The conceptual framework was evaluated through interview with experts. A six-step qualitative data analysis framework by Braun & Clark (2006) is used to identify, analyze, organize, describe, and report patterns within the collected data. rnThe study results show that lack of top management support, project management issues, unbalanced project teams, ineffective communication, lack of skilled resources, resistance to change, undefined functional requirements, inadequate user training, and inadequate vendor support are the main client-consultant conflict types. These conflict types mostly occur on the client side and they are associated with the respective phases of ERP implementation. Some of client-consultant conflicts identified from the literature review were excluded after the investigation. On the other hand, some conflict types are newly identified in addition to the conflict types which are identified from the literature review. This study contributes to ERP literature by providing a better understanding of client-consultant conflicts during ERP implementation. Identifying and understanding the types and sources of client-consultant conflicts with the corresponding ERP implementation phases is important as it can provide a successful implementation.