ERP projects are among the biggest transformation investments a company can make. Even so, projects that overrun their budget and timeline are the norm rather than the exception. Most of these overruns are caused not by the software but by the wrong team set-up and missing analysis. Choosing the right ERP consultant is the most effective way to reduce that risk at the start.
Why do ERP projects go off track?
- Unclear scope: definitions like "it should do everything the current system does" turn into countless change requests.
- Missing process analysis: processes are only discussed after the system has been chosen.
- Data quality: cleaning and migrating master data is underestimated.
- Lack of ownership: no internal ERP manager or decision-maker owns the project.
- Over-customisation: old habits are hard-coded instead of adopting standard processes.
Consultant, solution partner, internal ERP manager: who does what?
An ERP solution partner is usually a firm that is an official partner of a software vendor and handles both licence sales and implementation. An independent ERP consultant is not tied to any vendor, provides a neutral comparison during selection and quality control on the company's behalf during implementation. The internal ERP manager is the owner inside the company, managing priorities, user coordination and continuity after go-live. The ERP analyst supports decision-makers by analysing processes and data.
In healthy projects these roles complement rather than replace each other. An independent consultant is especially valuable as a counterweight during selection and on critical decisions.
7 criteria for choosing the right ERP consultant
- Industry and process experience: Have they designed similar processes in your industry (for example manufacturing or export)?
- Command of the standard system: Can they show how to use the standard instead of answering every need with "we'll develop it"?
- Analysis method: Do they have a concrete method, templates and deliverables for process analysis?
- Independence: Are their recommendations tied to a licence sale or a specific product?
- Technical literacy: Can they speak the same language as developers, database and integration teams?
- Documentation habits: Do they leave decisions, designs and tests in writing?
- References: Can they point to projects that went live and are still in use?
Red flags
- Meetings that open with a product demo before anyone has listened to your processes
- Fixed-price proposals that are not itemised and do not state their assumptions
- No budget set aside for data migration and testing
- A "we'll fix it after go-live" attitude
What does a good start look like?
A good ERP project begins with a two-to-six-week analysis phase before the system is selected. Its output is a prioritised requirements list, process maps, a data-quality assessment and a realistic roadmap. These documents make the selection neutral and implementation proposals comparable.
When choosing an ERP consultant, the right question is not "which system do you know?" but "how will you understand our business?"
For the next steps, read about fit-gap analysis, the ERP manager's role and ERP selection for SMEs, or see ERP consulting for independent support.
