ERP SELECTION INSIGHT AND BEST PRACTICES

Requirements workbooks run to three hundred lines. In the six selections here, one capability shaped each decision, none of them finance, and here is how to find yours before the RFP goes out.

Most ERP go-live problems were decided months earlier, in the RFP, the demo script and the statement of work. Here is what broke first in the programs we supported, and where each one was really decided.

Software and partner are two decisions. Here is how we run the second one - the weights, the funnel from about twenty names to one, the five things a partner has to prove, and the subcontractor nobody on your side picked.

The discount is the easiest part of an ERP proposal to see. The term, the increases, the start date and the renewal terms are where the money is - what we have seen move, and how to keep the decision on your calendar.

Every executive team asks the same four questions about AI in an ERP - security, accuracy, reliability and cost. Here is how to answer each one, and how to weigh AI features in an ERP selection.

A system that runs one warehouse well can still fail at twelve branches. What changes in an ERP selection for a multi-branch distributor, and how to test for it before you sign.

A platform that buys a company every year cannot run a new ERP project every year. How to choose one system once, build a repeatable onboarding playbook, and bring each acquisition on without stopping the business.

Three ERP proposals, three different shapes. How finance builds a like-for-like five-year cost of ownership, which lines vendors leave out, and what the comparison tells you to negotiate.

A system that runs one plant well can still fail at three. What changes in an ERP selection for a multi-plant manufacturer, and how to test for it before you sign.

Most ERP business cases ask the CFO to approve a guess. A better one asks for a smaller first decision and shows what the business is losing today.

Most firms that call themselves ERP consultants sell or implement software. How to find one that works only for you, what to ask, and what to put in the RFP.

The deal closes in a day; the ERP decision takes a quarter. What an operating partner should settle about systems in the first 100 days after buying a manufacturer or distributor, and what can wait.

A route-based specialty distributor outgrew its systems, selected Acumatica, and ran a business-transformation program with John Hannan LLC leading cutover and change workstreams to go-live.

What to settle before you sign the ERP contract and SOW - the eight areas we review, two lessons from work after signature, and what three second opinions found.

A new radiopharmaceutical manufacturer with plants under construction needed a system of record before the first batch. The selection led straight into a multi-year implementation role.

A growing multi-site fabricator with a new facility on the way needed an ERP decision in weeks, not quarters. Here is how the selection ran and what was decided.

What a full ERP selection actually looks like for a multi-site company, week by week, and what it asks of your team.

ERP requirements shape the entire software selection. When they reflect how work really gets done and account for future business changes, vendors can respond more consistently, demonstrations become more relevant, and stakeholders can evaluate solutions against the same business needs.

Dynamics NAV end of support turns an upgrade into an ERP decision for many companies. How to weigh Business Central against a wider ERP selection.

For business leaders, the opportunity is bigger than migrating Dynamics GP. It is the chance to evaluate what the business needs from its next ERP environment and determine which solution best supports those requirements.