ERP Selection involves a crucial process that companies employ to acquire latest information technology that will eventually drive business process and business performance to a higher level. An ERP Selection project is also a key component to a successful ERP implementation. Incidentally, implementation projects that fail to attain expectations are often traced back to poorly executed ERP Selection projects. Many businesses, therefore, take the help of consultants who in turn employ ‘business process’ evaluation methodology to evaluate ERP vendors. A reliable consultant’s ERP Selection services are mostly integrated with their Business process Improvement Services, as well as ERP Implementation Services and Business Intelligence Services. Needless to say, the integration of these services turns the companies more efficient and effective in a composite way.

Key ERP Success Factors

• Features and Function: All ERP selection projects need to keep their focus on the capability of the software to meet the functional parameters of the organization, To be precise, a company will expend nearly 80% of its time  to make sure that the software can provide due coverage on its specific business functions.
• Cost and Contracts: An ERP system represents a major investment in capital expenses and resources. Given the magnitude of both direct and indirect costs (software, training, implementation and services), companies expend a good amount of time understanding and negotiating costs and contracts.

However, after an organization considers these initial criteria, the selection team narrows vendors to a short list of the top contenders that can deliver appropriate features and functions, as well as deliver acceptable cost and contract terms.Nevertheless, the following risk factors go into making the ultimate determination:

• Vendor background: It is indeed essential to know about the ERP vendor you are going to buy from. Will they make a good partner?  How many years have they been in business, and how many years has the application been sold in the market?  Do they know your business? What are their prospects long term (are they positioned to be purchased or will they purchase another vendor)?
• Technology Platform: It is also important to know about the underlying technology, like the database structure or delivery model. At the same time, one must try to assess in what direction the vendor is moving to with the technology in the forthcoming years. Are they staying up to date? Are they performing well in the key areas of User Interface and Role Centers, as well as Work Flow and Commercial Intelligence?

Implementation / Service

It is also crucial to know whether the implementation will be pioneered by a partner or be directed by the vendor. Do they possess the necessary expertise in your area of operation?  Who do you call when you have a problem during implementation?  What is support like after “Go Live”?  Careful scrutiny is needed here. A vendor might deliver excellent software at a competitive price, but is destined to fail if it is not implemented effectively.Will the implementation be led by a partner or directly by the vendor?  Do they have experience in your industry?  Who do you call when you have a problem during implementation?  What is support like after “Go Live”?  Careful scrutiny is needed here. A vendor might deliver excellent software at a competitive price, but is destined to fail if it is not implemented effectively.