Find the right ERP consultant

The innovations of the market and numerous unanswered questions ensure that many companies turn to an ERP consultant sooner or later. The following explanations show how companies can find the right service and the right companion on the way to a new or renewed ERP system in the huge forest of the most diverse offers and services.

A journey through the universe of ERP consultants

The consulting industry is not so easy to survey, exact numbers are difficult to evaluate and there are no specifications in terms of consulting training. The market for ERP selection consultants is also very heterogeneous. It is dominated by two groups:

1. Group 1: Strongly marketing-driven consultancies that are primarily out to "catch leads." Here, manufacturers must register and provide free information that consultants would otherwise have to painstakingly gather. This info is sold by the consultant to the searching companies.
2. Group 2: Consulting firms that proceed in a very standardized manner. These are those that work with selection platforms, questionnaires, specifications and the like. Disadvantage: Standard catalogs do not sufficiently cover realities in the companies. The more questions there are, the greater the complexity of the system. But do more functions also mean greater security in all eventualities? This supposed striving for security often leads to an unnecessarily bloated system.

But despite all the warnings and difficulties, there are very customer-oriented and high-performing consultants who answer advice-seekers' questions comprehensively and effectively. University-affiliated consulting firms, for example, are considered particularly reputable. It is essential that the ERP consultant can credibly demonstrate that he himself believes in the accuracy of fit and efficiency of the ERP solution in question.

The 3 most important aspects when choosing your ERP consultant

1. References. The references are about finding out whether the consultant has previously implemented similar projects in the same industry. If so, it is important to clarify what these projects were and which manufacturers were selected and why. The best way to do this is to contact the end customers and vendors and find out more about the project in question. If projects show diversity in software selection, this speaks for the quality of the consultant.
2. Experience. Where has the consultant already worked and gained experience? Companies should always pay attention to where and for whom the consultant previously worked. If a former employer is SAP, for example, and an accumulation of SAP projects can be identified, he or she can in all likelihood not provide objective or neutral advice. In many cases, consultants also receive commissions from ERP manufacturers when they broker an order. There is often a vested interest in selling a solution from the old employer - whether out of old ties or for financial reasons.
3. Information from ERP manufacturers. Companies should contact the manufacturer themselves and discuss with them whether their solution is suitable for their industry. It is worth asking the manufacturer if they have had any relevant experience with the consultant. Most solution providers know the consultants who are active in the respective industry. Risk: It may happen that the manufacturer names the consultant who is closest to the provider.

Tips for dealing with ERP consultants

Consulting is "people business. That's why companies should always make sure that the people involved are really known and find out what kind of reputation they have. It is even more important that companies set down in writing in advance what they actually want. A precise definition of their own requirements is the first step in avoiding uncertainties or pitfalls right from the start. For example, CIOs or other project managers looking for a solution can name five to six relevant and specific manufacturers in the pre-selection phase or opt for a detailed complete selection including process analysis. These points should be clarified in advance and not only in the discussion with the consultants. Last but not least, the chemistry between the consultant and the future ERP user should also be right. If the two parties are not on the same wavelength, this is the worst possible start for a successful ERP project.

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