Common Challenges We Learn from Clients

ERP transformations are among the most complex initiatives an organization can undertake. While the objectives are often clear—scalability, integration, operational efficiency—the path to achieving them is rarely straightforward. 

Before embarking on an ERP transformation, organizations consistently face the same underlying conditions:

• Misalignment Between Growth Strategy and System Capabilities  Many organizations have experienced significant growth, yet their core systems remain rooted in ERP platforms implemented 20–30 years ago. These systems are often outdated, fragmented, and no longer supported. While business growth opportunities are clearly defined on the strategic roadmap, the underlying technology infrastructure cannot effectively support or enable that vision.

• Legacy System Fatigue  Aging platforms require constant workarounds. Patches are no longer available, custom fixes accumulate, and IT teams spend disproportionate effort “keeping the lights on” rather than enabling innovation.

• Fragmented ERP Design and Usage  Inconsistent module adoption, manual interfaces, point-to-point integrations, and shadow IT applications increase complexity, operational risk, and long-term support costs.

• Resource Constraints and Competing Priorities  ERP programs must coexist with ongoing business initiatives. Limited resources, overlapping priorities, and change fatigue demand disciplined planning, sequencing, and phased execution.

 As these challenges surface, leadership teams inevitably arrive at the same set of critical questions.

1. What planning and internal assessment should be completed before engaging ERP vendors?

2. Which ERP platform is the right fit for our business?
Common platforms under consideration often include:

• SAP ECC 6.0 → SAP S/4HANA (2023 / 2025)
• Infor M3 (v13.4 / CloudSuite v16)
• Oracle E-Business Suite (R12) → Oracle Fusion Cloud
• Epicor Kinetic 2024.2 / Kinetic Cloud
• NetSuite Cloud / OneWorld
• Microsoft Dynamics AX → D365 Finance & Operations
• IFS v10 On-Prem → IFS Cloud 25R1
• Salesforce Essentials / Professional / Enterprise

3. How do we objectively evaluate the best functional and technical fit?
Do we need a structured readiness or fit-gap assessment?

4. What level of investment is realistic, and what internal resource commitment is required?

5. What are the practical “first steps” to move the organization from concept to execution readiness?

6. What level of internal readiness is required across people, processes, and governance?

7. With teams already operating at full capacity, how should the ERP project organization be structured?

8. Who are the process owners, process leads, and subject matter experts (SMEs)?

9. What roles, responsibilities, and decision rights are required for each?

10. What is the true total cost of ERP implementation—beyond software licensing?

11. How do we select the right system integrator (SI)?

12. How do we prepare our data, processes, and organization before the SI engagement begins?

13. How do we balance day-to-day operations with project execution demands?

14. With many reputable firms in the market, how do we identify the right partner—and avoid the wrong one?