The selection and implementation of an ERP system is one of the most important steps a company takes in the process of digitalization. An ERP system affects every key process, from finance to production, and therefore choosing the right one has a fundamental impact on performance, data quality, company management, and, above all, long-term competitiveness.
Nevertheless, many companies still underestimate how demanding and risky this process is. Choosing an ERP system is not just a matter of purchasing software, but a complex project that affects the entire organization and requires experience across areas that most internal teams simply do not have.
Why companies often fail in selecting and implementing ERP
Projects handled purely by internal resources, without methodological guidance and review by an external consultant, often result in typical scenarios:
- significant budget overrun,
- project delays lasting months or even years,
- insufficient acceptance of the system by end users,
- insufficient coverage of business processes by the delivered functionality,
- incorrect or incomplete data,
- critical disruption of key business processes during startup.
These difficulties do not arise because of the ERP system itself, but because of incorrect selection, poor preparation, and underestimation of risks ranging from unclear requirements to poor contracts with suppliers.
Instructions are not enough: Why an internal team cannot compete with an experienced ERP consultant
Companies often assume that an internal project team can easily handle the selection of an ERP system. They rely on the logical argument: “No one knows our processes, specifics, and weaknesses better than our own people.”
Wrong. Perfect knowledge of a company from the inside does not equal knowledge of how to successfully transform it. And knowledge of the current state is not the same as implementation know-how.
By engaging a consulting firm, you gain a partner with exclusive know-how that is backed up by:
- With experience from dozens of complex implementation projects,
- Detailed validation of hundreds of critical business processes and functions,
- Deep insight into the pricing and contractual policies of key suppliers,
- Active management of non-standard risks and crisis scenarios.
An internal employee, even a top-notch one, faces a project of this scope once every 10–15 years. An independent ERP consultant deals with it every day, and it is precisely thanks to this experience that they can accurately identify hidden risks, recognize unrealistic promises made by suppliers, and distinguish marketing phrases from the actual capabilities of the system.
Risk vs. Certainty: Two Scenarios for Selecting an ERP System
The difference between internal selection and a managed process is often the difference between a year of stress and a successful start.
Scenario A: The cost of internal inexperience (Risks of an ERP project)
Without the opposition of an external advisor, the internal team exposes itself to typical but fundamental strategic mistakes:
- Absence of objective evaluation criteria for comparing the technological sophistication and long-term stability of the solutions offered.
- Fixation on existing inefficient processes instead of defining the optimal target state, which preserves inefficiency in the new system.
- Inability to validate the actual experience of suppliers and their references across the market, leading to the selection of an unreliable partner.
- Prioritizing license prices over Total Cost of Ownership (TCO), which leads to underestimating implementation and operating costs.
- Contractual risks and asymmetries of liability in contracts resulting from ignorance of contractual practices.
Scenario B: Certainty of expert methodology (Guaranteed success)
An expertly managed process transforms uncertainty into a controlled project and guarantees maximum return on investment:
- Expert assistance and a clear project management structure that sets binding standards for schedule and budget compliance from day one.
- In-depth market knowledge that guarantees the selection of the most suitable solution for your specific field in terms of technology, price, and functionality.
- Detailed analysis of processes and comparison with market practices, leading to the definition of requirements that optimize future operations and eliminate gaps in functionality. (RFI/RFP)
- Expert review of contracts, SLAs, and licensing models that protect the client’s financial interests and minimize hidden financial risks.
- Supervision of the implementation phase, where the consultant acts as a neutral arbitrator who monitors compliance between the contract and the solution actually delivered.
(We will discuss the detailed methodology of the selection process and its individual phases in a separate article, which is a direct continuation of this topic.)
How much does an independent advisor cost — and how much do mistakes cost?
Experience shows that investing in a consulting firm is negligible compared to the cost of mistakes. The wrong choice of ERP often means millions in budget increases, the need for additional customizations, or even replacement of the entire system after a few years of struggle.
An independent consultant prevents these mistakes—thanks to experience that an internal team simply cannot have.
A professionally managed ERP system selection protects the future of your company
Choosing the wrong ERP system has a cascading financial impact. Instead of the planned return on investment, there is an inevitable increase in the original budget in the order of tens of percent. This is caused by unplanned customizations, the inability of the system to cover key business processes, and an increase in unexpected additional costs during implementation. In extreme cases, failure means having to halt the entire project and start the costly selection process all over again – leading to huge financial losses and wasted strategic time in the market.
The role of an independent advisor at this stage is primarily preventive. Thanks to their extensive experience across the market, they can identify predictable errors before they turn into real costs. An independent consultant eliminates the risk of incorrectly defining requirements, negotiates the most favorable licensing terms, and protects the client from being tied to a single supplier. This ensures that your investment will actually lead to the expected improvement in business operations and growth, rather than to a halt in operations and financial loss.
An ERP system is a long-term, costly, and strategic project. It requires experience that cannot be gained from documentation alone.
Choosing an ERP system is not done according to instructions. Choosing an ERP system is done based on experience.
It is precisely these experiences that make working with an independent ERP consultant the best way to minimize risks, save money and time, and prepare your company for long-term growth.
Are you about to choose an ERP system?
The decision on ERP will affect your processes for many years to come. Don’t risk the future of your company with trial and error.
Be confident that you are making the right choice — based on data, experience, and professional methodology.