What Happens When You Don’t Use an Independent ERP Consultant? Usually, Regret.

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In This Article

• Why Independence Is Critical in ERP Selection

• What Experienced ERP Consultants Actually Deliver

• Key Stakeholders to Include on the ERP Project Team

• Why Current State Analysis Drives Better Fit

• How to Assess ERP Vendors Against Strategic Criteria

• Total Cost of ERP Ownership: What to Include

• Choosing the Right Deployment Model

• The Value of Formal Proposal Reviews and Contract Analysis

• What to Expect From a Structured Selection Process

• A Quick Review

Why Independence Is Critical in ERP Selection

ERP vendors are highly incentivized to present their solutions as one-size-fits-all, but beneath the surface, product maturity, roadmap stability, and implementation track records can vary significantly. Without a vendor-agnostic lens, organizations risk selecting a system that looks impressive in a demo but fails to meet long-term operational needs.

With ERP failures occurring in 1 out of every 2 implementations, vendor neutrality is no longer a luxury—it’s a requirement. Independent consultants bring objective analysis, free from sales influence, to ensure the selection process is driven by your business strategy—not by a vendor’s quota.

By removing bias and anchoring decisions in proven selection frameworks, an independent consultant ensures the ERP system you choose is aligned with both your operational realities and future-state goals.

What Experienced ERP Consultants Actually Deliver

ERP consultants bring more than implementation expertise—they bring market intelligence, vendor insight, and real-world benchmarks.

They understand which products have strong support models, which vendors are investing in R&D, and how each platform performs in specific industry verticals. That context is critical when comparing vendors whose sales materials may look nearly identical.

An experienced consulting team manages requirements gathering, market scanning, vendor scoring, demo facilitation, and negotiation strategy—ensuring you make decisions with clarity and confidence.

Key Stakeholders to Include on the ERP Project Team

A cross-functional ERP selection team should include representatives from every operational area impacted by the system—finance, operations, supply chain, HR, and IT. Functional input ensures the system is evaluated against real workflows, not theoretical use cases.

Equally important is executive sponsorship. Without leadership alignment and visible support, even well-evaluated systems can stall post-selection.

Lastly, appoint a change management lead early. ERP isn’t just a technology shift—it often introduces new roles, policies, and ways of working. Preparing for that reality early reduces resistance later.

The Importance of Conducting a Current State Analysis for Optimal Fit

A formal Current State Analysis lays the foundation for ERP success. It maps existing processes, systems, integration points, and data flows—highlighting both pain points and process gaps.

This step also helps define which requirements are critical vs. nice-to-have, and which workflows could benefit from standardization during implementation.

Too many organizations skip this phase and enter vendor demos without clear criteria—leading to selection decisions based on features rather than fit. A grounded understanding of how your business operates today is essential to choosing the right platform for tomorrow.

Evaluating ERP Vendors Based on Strategic Criteria

A vendor’s track record is as important as its technology. Assess platforms based on their ability to meet your critical success factors (CSFs), industry alignment, and integration ecosystem—not just UI or claims of “AI-ready” architecture.

Independent consultants use structured scoring models to evaluate ERP systems on functional breadth, scalability, deployment maturity, and partner availability. This eliminates bias and brings rigor to the decision-making process.

Real-world implementation outcomes also matter. Has the product performed well in similar organizations? Are there documented successes (or failures) in your vertical? Those insights can’t be found in a sales deck—but experienced consultants have them.

Total Cost of ERP Ownership: What to Include

ERP budgeting goes far beyond licensing. A true total cost of ownership (TCO) model includes:

• Licensing (named vs. concurrent)

• Implementation services

• Data migration

• Customization and integration

• User training

• Ongoing support and maintenance

• Scalability costs (users, data volume, transactions)

Choosing software without understanding the full cost profile often leads to overruns or unmet ROI expectations. Consultants help build a complete financial model based on actual implementation scope and long-term business needs.

Choosing the Right Deployment Model

Deployment strategy should be driven by business priorities, not vendor preference. Most ERP vendors now favor cloud-first architectures, but that doesn’t mean it’s the right fit for every organization.

Public cloud offers lower upfront costs and faster deployments—but may limit flexibility. Private cloud or hybrid models offer more control and customization, but demand a different resource model.

Consultants guide these decisions by weighing security requirements, integration complexity, scalability expectations, and internal IT capabilities.

The Value of Formal Proposal Reviews and Contract Analysis

ERP contracts are often written to favor the vendor. That’s why contract review is a critical—yet often skipped—part of the selection process.

An experienced consultant can identify red flags like:

• Aggressive renewal pricing

• Vague SLAs

• Licensing constraints

• Hidden fees

• Vendor lock-in language

They also ensure your final agreement aligns with the negotiated scope and avoids future pricing surprises—protecting your organization for the entire lifecycle of the software.

What to Expect From a Structured Selection Process

A structured ERP selection process typically includes:

1. Project team formation

2. Current state analysis

3. Requirements definition

4. Vendor longlist and evaluation

5. Demo facilitation

6. Proposal and pricing analysis

7. Contract review

8. Final recommendation and executive alignment

This process may take weeks or months—but it results in stronger implementation outcomes, fewer change orders, and significantly lower risk of post-go-live issues.

When ERP selection is rushed or driven by sales pressure, companies often face delays, unexpected costs, or poor adoption. A formalized approach adds discipline, objectivity, and measurable value.

A Quick Review

ERP selection is not just a software decision—it’s a business transformation initiative. The stakes are high, and the risks of a misstep are significant. But with a proven process, vendor-neutral expertise, and internal alignment, organizations can confidently select an ERP platform that delivers operational, financial, and strategic ROI.

The right selection approach doesn't just set you up for a smooth go-live—it sets the tone for a system that supports your business for the next decade and beyond.

Open Invitation for ERP Consultation

We're here to support your ERP initiate at any stage of the ERP adoption lifecycle. Whether you're just starting to explore new ERP solutions or are further along in the process, RubinBrown welcomes the opportunity to discuss how we can assist in achieving your ERP goals.