ERP projects have a funny way of exposing the truth.
They reveal whether your processes are actually consistent, whether your data is trustworthy, and whether different departments truly agree on how work should flow. And while the software matters, the people guiding the process often matter more.
That’s why choosing ERP consultants is one of the most important decisions you’ll make in the entire ERP journey—right up there with defining your requirements and setting realistic timelines.
This guide breaks down how to evaluate ERP consultants like a seasoned buyer: what to look for, what to avoid, and how to make sure your consultant is aligned with your outcomes—not their commissions, not their favorite vendor, and not a cookie-cutter playbook.
Why the “right” ERP consultant is rarely the cheapest one
Let’s start with a simple truth: ERP costs don’t explode because someone picked the wrong menu item.
They blow up when:
- requirements are vague,
- the implementation team “discovers” complexity late,
- data migration gets underestimated,
- training is treated as an afterthought,
- and governance is weak, so scope creep becomes a lifestyle.
A good ERP consultant doesn’t just “set up the system.” They bring structure: a clear selection process, implementation discipline, and change management that helps your people actually use the new platform.
A cheap consultant can look attractive on paper—until month four, when timelines slip and decisions turn reactive.
The 3 kinds of ERP partners (and why people confuse them)
Many businesses say “consultant” when they mean one of three very different roles. Knowing the difference helps you hire the right support.
ERP selection consultants
These experts focus on:
- clarifying requirements,
- mapping processes,
- building vendor shortlists,
- facilitating demos,
- supporting negotiations.
Their job is to help you choose the best-fit ERP—on your terms.
System integrators (implementation teams)
These teams handle delivery:
- configuration and setup,
- integrations,
- data migration,
- testing and cutover,
- training support,
- stabilization after go-live.
They’re builders and executors.
Independent implementation oversight (governance partners)
This role is often overlooked—and often the difference between “we survived” and “we actually improved.”
Oversight partners help with:
- project governance,
- risk management,
- scope control,
- quality assurance,
- ensuring the ERP aligns to the business case (not just technical completion).
In larger projects (or any high-risk project), independent oversight is the calm adult in the room.
The hidden deal-breaker: vendor neutrality
If you remember one concept from this entire article, make it this:
Your ERP consultant should be aligned to your business outcomes—not incentivized to push a vendor.
Some consultants earn referral fees, implementation commissions, or maintain “preferred” relationships that quietly steer recommendations. That doesn’t automatically make them bad—but it does mean you need to ask direct questions early.
A vendor-neutral consultant should be able to explain:
- how they shortlist vendors,
- whether they receive compensation tied to vendor choice,
- how they avoid conflicts of interest,
- and how they document selection decisions in a defensible way.
If the answers feel slippery, treat that as a signal—not a quirk.
Step 1: Define what “success” looks like before you evaluate firms
ERP selection goes sideways when businesses start with vendors instead of outcomes.
Before you interview a single consultant, get clarity on:
- business objectives (speed, reporting, multi-entity consolidation, inventory accuracy, faster close, etc.)
- non-negotiables (compliance, audit trails, traceability, multi-currency, lot control, etc.)
- constraints (timeline, internal capacity, budget boundaries)
- systems that must integrate (eCommerce, WMS, CRM, payroll, BI tools)
A consultant can’t guide you correctly if your goals are still fuzzy. If they don’t push you to define these items, that’s a red flag.
Step 2: Use a cross-functional team (or you’ll pay for politics later)
ERP touches everyone. If selection is driven only by finance, or only by IT, the project will eventually collide with reality.
A strong consultant encourages cross-functional input:
- finance/accounting
- operations
- sales/customer service
- inventory/supply chain
- leadership
- IT (but not just IT)
Why? Because ERP decisions aren’t only technical—they’re behavioral. The best system in the world still fails if teams don’t trust it or don’t adopt it.
Step 3: Know what you’re hiring them to do (scope clarity prevents budget drama)
One of the most common mistakes is hiring a consultant for “ERP help” without defining scope boundaries.
When evaluating ERP consultants, be explicit:
- Do you want them to run selection only?
- Do you want them to manage implementation?
- Do you want them to oversee an SI?
- Do you want them to lead change management and training?
- Do you need support post–go-live?
Good consultants will help define scope—and will tell you what they don’t do.
The best ERP consultant selection criteria (use this as your scorecard)
Here’s a practical evaluation framework you can use to compare firms consistently.
1) Proven methodology (not vibes)
Ask to see artifacts:
- sample project plans
- requirements templates
- demo scripts
- risk registers
- change management plans
- testing and cutover checklists
The goal isn’t paperwork. The goal is proof they don’t rely on improvisation.
2) Relevant industry experience
“ERP experience” is too broad.
Ask for examples that match your world:
- similar operations complexity
- comparable transaction volumes
- similar reporting and compliance needs
- similar integration landscape
Even better: ask for references from companies similar in size and complexity—not just famous logos.
3) Change management capability (this is where projects win or lose)
Training isn’t a one-day Zoom session.
Look for a consultant who treats change management as a thread running through the whole project:
- role-based training plans
- super-user enablement
- communication cadence
- adoption measurement
- job aids and documentation
- post–go-live reinforcement
If a consultant barely mentions adoption, they’re not protecting your ROI.
4) Integration and data migration discipline
ERP projects don’t fail because “the system didn’t work.”
They fail because:
- data was messy,
- integrations were underestimated,
- and no one owned the details until it was too late.
Ask how they handle:
- data quality assessments
- migration validation
- integration architecture
- testing strategy (unit → integration → UAT)
- cutover planning
5) Post–go-live support and optimization mindset
“Go-live” isn’t the finish line; it’s the starting gun.
Strong consultants help you plan:
- stabilization support
- training refreshers
- KPI tracking
- backlog prioritization
- phase 2 enhancements
- continuous improvement
The interview questions that separate real consultants from smooth talkers
Use these questions as a structured interview script.
Questions about neutrality and incentives
- “Do you have financial relationships with any ERP vendors?”
- “How do you ensure your recommendations are vendor-neutral?”
- “If you recommend Vendor A, what do you gain?”
Questions about delivery and governance
- “What does your project governance model look like?”
- “How do you prevent scope creep without slowing progress?”
- “How do you handle disagreements between departments?”
Questions about timeline and risk
- “What are the top three risks you expect in a project like ours?”
- “Where do ERP projects most commonly slip—and how do you prevent that?”
- “What leading indicators tell you a project is heading off track?”
Questions about training and adoption
- “How do you measure adoption?”
- “What does your training plan look like for different roles?”
- “How do you handle resistance from teams that prefer the old way?”
Questions about proof
- “Can you provide three recent references?”
- “What was the hardest implementation you’ve handled—and what did you learn?”
- “Who will actually be on our project team day-to-day?”
Red flags that should make you pause (or walk away)
Be cautious if you see:
- Unrealistic promises (“We can implement in 8 weeks.”)
- Generic proposals that don’t reflect your business
- A refusal to share recent references
- Suspiciously low bids without clear scope assumptions
- Poor communication during sales (it rarely improves mid-project)
- Overconfidence without a risk plan
- A “vendor-first” approach that skips requirements work
ERP is too expensive to gamble on optimism.
A quick story: what “good” looks like in real life
Imagine a mid-sized distributor struggling with inventory accuracy and slow month-end close. They’re excited about ERP, but each department wants something different.
A weak consultant jumps straight into vendor demos, picks a “popular” system, and calls it progress.
A strong consultant does something less flashy:
- runs process workshops,
- clarifies what success means,
- maps integrations and data realities,
- identifies operational bottlenecks,
- builds a realistic phased rollout,
- prepares stakeholders for change.
The result isn’t just a better ERP decision—it’s a smoother implementation with fewer surprises. And most importantly, teams trust the system because they helped shape it.
That trust is worth more than any feature list.
Should you keep your selection consultant for implementation?
Sometimes, yes—and it can be a huge advantage.
Keeping your selection consultant into implementation often helps because they already understand:
- why key decisions were made,
- what tradeoffs you accepted,
- where the risks are,
- and what the business case depends on.
But it only works if they:
- are truly vendor-neutral,
- have real implementation governance capability,
- and can manage stakeholders and scope under pressure.
If they’re great at selection but weak at delivery, you may be better off bringing in a delivery-focused SI and keeping your consultant in an oversight role.
Remote and distributed consulting: smart option or risky shortcut?
Remote ERP consulting can be effective—especially for planning, governance, documentation, and many technical tasks.
The key is structure:
- clear communication cadences
- documented decisions
- tight project management
- defined escalation paths
- shared tools and transparency (project plans, logs, dashboards)
If a “remote model” is just a cost play with no operational discipline, it becomes chaos fast. But when managed properly, it can give you access to deeper talent and more flexibility without constant travel overhead.
Final checklist: choosing ERP consultants the right way
If you want a simple “go/no-go” checklist, here it is:
Move forward if the consultant:
- is transparent about vendor relationships,
- uses a proven methodology with real artifacts,
- demonstrates relevant industry experience,
- prioritizes change management and adoption,
- is disciplined about data and integrations,
- offers strong governance and scope control,
- provides credible, recent references,
- explains post–go-live success plans.
Be cautious if they:
- rush you into demos without requirements clarity,
- oversimplify timelines and risks,
- dodge questions about incentives,
- rely on vague promises instead of process.
Final takeaway: how to choose an ERP consultant who protects your budget, timeline, and adoption
ERP isn’t just a software purchase—it’s an organizational change project disguised as a technology project.
The consultant you choose influences everything:
- the quality of requirements,
- the realism of the plan,
- the strength of governance,
- the maturity of training,
- and ultimately, whether your people adopt the system.
Take your time. Ask better questions. Score firms consistently. And choose the partner who’s built to protect your outcomes—not just sell you a story.
If you’d like, I can also create a one-page ERP consultant scorecard (weighted criteria + interview questions + red-flag triggers) you can use to evaluate multiple firms side by side.
