Assess What Is Working, What Is Not, and What Requires Strategic Action
An ERP system should support the way your business operates today and provide a foundation for what comes next. Over time, however, processes change, workarounds accumulate, data issues grow, integrations become more complex, and the value expected from the original ERP investment can become difficult to measure.
John Hannan LLC provides vendor-neutral ERP Assessment and Optimization Consulting to help organizations understand how effectively their current ERP supports the business and where improvement is needed.
We evaluate the system through a business and operational lens, identify the issues creating the greatest impact, and develop a practical roadmap for optimization, recalibration, or an ERP software selection.
Is Your ERP Still Supporting the Business
ERP challenges do not always mean the system needs to be replaced.
In many organizations, ERP challenges are not caused by the platform alone. Process gaps, configuration decisions, data quality, integrations, governance, training, and inconsistent adoption can all limit performance and reduce the value the business receives from its ERP investment.
An independent ERP assessment helps separate platform limitations from implementation and operating issues so leadership can make informed decisions about where future investment is best directed.
Scope of our ERP Assessment and Optimization Engagement
The assessment is structured around your business priorities, ERP environment, and the operational challenges or decisions that prompted the review, and may include:
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Current-state business process and ERP utilization assessment
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Stakeholder interviews across functional and operational areas
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Identification of pain points, manual workarounds, inefficiencies, and operational risks
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Review of data quality, reporting, and process maturity
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Assessment of ERP configuration, customizations, integrations, and unused capabilities
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Evaluation of user adoption, training, and processes occurring outside the ERP
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Review of ERP governance, system ownership, and the ongoing support model
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Alignment of the ERP with current and future business requirements
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Evaluation of expected ERP benefits and value realization
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Prioritization of improvement opportunities based on business impact
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Executive and board-level findings and recommendations
Strategic Direction for What Comes Next
An Assessment and Optimization engagement gives leadership a clear view of ERP performance, business impact, and the issues that warrant attention. Findings are translated into practical recommendations that help determine whether the right course is to optimize the current environment and address specific gaps, pursue an upgrade, or consider a new ERP solution.
Optimize
Improve the current ERP environment by addressing process gaps, configuration issues, data quality, reporting, integrations, governance, training, system utilization, and opportunities to apply automation and agentic AI.
Upgrade
Develop a practical roadmap for upgrading the existing ERP, including business priorities, sequencing, business impact, resource needs, risks, and opportunities to improve how the platform supports the organization.
Select a new ERP
Define the business case, requirements, readiness considerations, and selection approach for a future ERP, giving leadership a structured path from assessment through software selection and implementation planning.
When ERP Assessment and Optimization Makes Sense
An ERP assessment gives leadership an independent view of whether the current environment is supporting business priorities, where risk or inefficiency may be limiting value, and what decisions should be considered next. It is especially valuable when:
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Business frustration with the current ERP remains high
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Teams rely heavily on spreadsheets, manual processes, or systems outside the ERP
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Reporting or data quality remains unreliable
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The organization has experienced significant growth, acquisitions, or operational change
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ERP ownership and governance are unclear
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An implementation did not deliver the expected results
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Leadership is considering an ERP upgrade or replacement
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Significant new ERP spending is being proposed
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The organization wants an independent view before making a major technology decision