Gartner has projected that by 2027, more than 70 per cent of recently implemented ERP initiatives will fail to fully meet their original business case goals, with as many as 25 per cent failing catastrophically.
Read that number carefully, because the interesting part is what causes it. The pattern in failure analysis is consistent, and the software is rarely the culprit. Inadequate change management, poor data migration and inexperienced implementation teams do most of the damage. Panorama Consulting Group's 2026 ERP Report found that more than a quarter of organisations exceeded their project budgets, with unforeseen technology needs cited as the leading cause.
Put simply: the wrong partner can sink the right platform, and the right partner can rescue a flawed one.
Software risk. Choosing a platform that cannot do what you actually need. Mitigated by detailed requirements gathering and reference customer calls.
Implementer risk. A weak partner, a junior team, a thin methodology. Mitigated by checking partner status, asking for references, and demanding named consultants.
Self inflicted risk. Scope creep, unrealistic timelines, executive disengagement, weak data quality. Mitigated by strong internal sponsorship, frozen scope at design sign off, and early investment in change management.
Most buyers spend the majority of their evaluation effort on the first risk and almost none on the other two. The failure statistics suggest that is exactly backwards.
Score every shortlisted partner against all seven. Do it on paper, not by impression.
Your partner should have deep experience coupled with the right attitude. Experienced partners know the strengths and shortcomings of the platform and will tell you about them openly. Newer or less savvy partners may quote low to win share, but ERP implementations have a habit of blowing the budget when the partner is still learning on your project. Part of what you are buying is an insurance premium for proven experience.
Good implementers follow a systematic framework: discovery, design, build, test, train, go live, hypercare. Each phase has deliverables and sign offs. Without a structured methodology the sequence of steps becomes confused, frustrating and expensive. A documented methodology also captures lessons from past projects, so the same mistakes are not repeated on yours.
Ask whether trainers have adult education experience and qualifications. Using a technical person to deliver training does not always work. Even after go live, the help desk should be teaching you rather than just closing tickets. An e learning platform with refresher courses is a strong signal of partner maturity.
Given the nature of ERP, accounting skills are essential. Partners without accounting depth will struggle to provide even basic support. Involve your own accountant if you are changing your chart of accounts, and never go live until the differences between the opening balances in the new system and the closing balances in the old one can be reconciled.
Look for a long, enduring relationship between partner and software vendor. It indicates trust and continuing communication, and a trusted partner is often more influential in getting product enhancements made that may benefit your business. Platinum or Diamond partner status is meaningful.
As businesses move towards a best of breed and connected architecture, integration capability matters more every year. Your partner should have the technical depth to deliver and maintain connected services, including custom APIs to Shopify, Salesforce, EDI, freight and third party logistics platforms, and payment gateways.
Be aware of the risk posed by your allocated implementer leaving mid project. Look for a stable team with low turnover. Ask for the named consultants who will work on your project, and walk away from any partner who will not commit to naming them.
Ask each shortlisted partner for the CVs of the named consultants who will work on your project. Then check those names on LinkedIn for tenure with the firm. High consultant churn is the single biggest red flag in an otherwise polished sales process, and it is remarkably easy to check.
The ten step process that successful buyers follow is not complicated. Define requirements across the next five years. Shortlist three or four platforms, not six. Issue the same brief to everyone. Demand demonstrations using your own data, not a generic demo that hides weaknesses. Speak to at least three reference customers in your industry and size band. Model five year total cost of ownership including expected uplifts. Review each partner's written methodology. Demand the named team. Have a lawyer review any contract over $100,000, covering uplift caps, exit clauses, data export rights and service levels. Then assess your own internal readiness honestly, and build in 15 to 20 per cent contingency above the quote.
Skip steps and you will pay for the omission later, either in budget overruns or in operational pain.
Stratus is an MYOB Acumatica Diamond Partner, the 2024 Australian Partner of the Year and the 2025 ANZ Business Partner of the Year, with over 20 years and more than 1,000 implementations. Hold us to exactly the same standard you would hold any other partner you shortlist.
Our full ERP selection guide includes the complete seven criteria framework, the partner checklist and the ten step selection process. Download the guide.