Evaluation — Here's How Success Starts Before You Pick a Vendor
Emerald Morgan
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This article is part of our 5-phase ERP series. If you missed the earlier installments, start with our summary "Why Go-Live Isn’t the Finish Line — 5 Phases of ERP Success" to see what the full road map looks like.
Phase 1: Evaluation
When most executives think about ERP projects, their minds jump straight to implementation. But in reality, the majority of failures are set in motion long before a single consultant logs in — in the evaluation phase, or more accurately, in the absence of one.
The evaluation stage isn’t about shopping for software. It’s about learning your own business, inside and out, before you let a vendor pitch you a solution. Done well, this phase aligns leadership vision with operational reality, defines what truly matters in your processes, and sets the tone for adoption after go-live.
Unfortunately, many small and midsize businesses either skip it entirely or rush through it in a few weeks. That’s a costly mistake.
What the Evaluation Phase Really Is
This is your opportunity to examine every major process the ERP will touch — not just how it works today, but why it works that way. That “why” is where the real insights live.
In our work, when we dig into the “why” behind a process, we almost always find it’s rooted in:
- A limitation of the current system (“We had to do it that way before”)
- A workaround that’s become habit (“We’ve always done it this way”)
- A gap in communication between teams
These discoveries are invaluable. They help you see which processes are truly non-negotiable and which are simply artifacts of your old system. This clarity lets you approach ERP selection with a clear picture of where you need flexibility, where you can standardize, and where change is not only possible but overdue.
Who Should Lead It and How
A strong evaluation phase has one or more internal champions — people who deeply understand day-to-day operations and have a direct line to leadership’s strategic goals. These champions should:
- Interview key staff across functions
- Shadow workflows to see the real picture (not just what’s on paper)
- Document each process with both the “how” and the “why”
- Start identifying areas where processes could improve in the new system
This early engagement has another critical benefit: change management. When you ask employees, “What would you change about your process to make your job easier?” you’re doing more than gathering requirements — you’re shifting mindsets. The anxiety of change starts to give way to curiosity and even excitement.
Why It Matters to Executives
From the C-suite perspective, this phase is about risk reduction and cost control. A well-run evaluation can prevent expensive mid-project course corrections when you discover a process or requirement too late. They also provide a framework for testing scripts and training materials, reducing time and confusion later while aligning operational realities with leadership goals before vendor conversations begin.
Think of it as building the foundation of a house. You wouldn’t pour concrete without a blueprint
How Long Should It Take?
There’s no fixed timeline, because every business is different. For most small to midsize companies, expect this phase to take months, not weeks. The time investment now will pay for itself many times over in avoided delays and rework during implementation.
The Real Cost of Skipping It
We’ve seen what happens when companies leapfrog the evaluation stage. They end up:
- Selecting a system based on features that don’t match their true needs
- Discovering process conflicts halfway through implementation
- Spending months after go-live in firefighting mode instead of focusing on optimization
In other words, they pay for the project twice — once during implementation, and again in post-go-live fixes.
Bottom Line for Leaders
If you want your ERP investment to deliver, you can’t treat evaluation as an afterthought. It’s the difference between a system that fits your business and one you’re constantly bending to fit.
If you’ve already started ERP discussions without this groundwork, it’s not too late. Reach out and we can give you some advice on how to move forward with confidence.
