When companies evaluate ERP systems, most of the focus goes into comparing features, demos, and pricing. But here’s what many organizations realize too late:
The success of your ERP project depends more on your implementation partner than the software itself.
Even the most powerful ERP can fall short if the implementation is poorly executed.
After years working with mid-market manufacturers and distributors, I’ve seen successful rollouts—and I’ve seen projects struggle. The difference almost always comes down to the partners leading the implementation, and not the software solutions. There are other scenarios that include the lack of an executive sponsor and the lack of resources on either side, but the partner is the quarterback and key in managing the project and fielding these issues.
This guide assumes you have already identified an ERP solution that fits your business.
Now the focus shifts to something just as important:
Do you have the right team to implement it?
To evaluate partners effectively, it helps to understand the ecosystem:
Independent Software Vendor (ISV): companies that are vetted by the publisher and partner and extend the ERP’s functionality (think Human Resources, Transportation Management, Manufacturing Execution Systems, etc.).
In many mid-market ERP ecosystems—including platforms like Sage X3—the implementation partner plays a central role in long-term success.
During the sales cycle, most ERP vendors deliver polished demos and presentations.
You’ll likely see:
But what often gets overlooked by business management is how the partner actually executes.
You’ll receive a Statement of Work (SOW), complete with timelines and milestones—but those documents rarely tell you:
Here are the key areas to focus on:
Sales teams are polished—and they should be. They should understand pain points, impacts on your business, and present the demo based on your specific use case. But don’t forget, salespeople are paid to close business. Remember, your day-to-day experience will be with the project team, not sales.
A good start is to ask to meet:
Strong partners, like RKL eSolutions, will encourage this transparency early in the process.
Implementation success is tied to team stability, including a staffed services team. The team should be knowledgeable about your requirements and have experience with companies like yours.
Check indicators like:
RKL eSolutions has an NPS of 86. We survey each customer after they go-live with Sage X3 and pride ourselves on customer satisfaction.
Unhappy employees and high turnover rates can disrupt your project midstream. Think about it, when a company has high turnover or apathetic employees- this can create a services backlog and staffing issues for your project!
Not all proposals are created equal.
Be cautious of:
Experienced partners will:
Some partners will lowball the estimate and use change orders and pricing adjustments after the fact.
This is often overlooked—but it matters.
Ask:
For example, partners deeply embedded in ecosystems like Sage X3 often bring added value through that close alignment.
RKL eSolutions is engaged with Sage’s executive team and helps influence product development and have early access to new versions for testing.
References are important—but go beyond surface-level validation.
Make sure:
A powerful question is what went wrong with the project? Simple and direct question that can shed light on what your project may look like.
A personal note, I won business because my competitor facilitated a site visit without checking if the customer was happy. They were not and suggested touching base with me and my company after which I learned their business.
The reference should be a happy customer, but with all the moving parts during an implementation, there is always something that comes up - understanding how quickly the partner resolved the issue can be invaluable.
ERP implementations are a shared effort.
Many partners expect your team to contribute to the project with tasks like data migration, testing / conference room pilots, and often training is based on the “train the trainer approach” where several key contacts will be trained and then they train their respective teams.
Make sure:
A personal note, I sold Sage X3 to a large biscotti manufacturer. The CIO’s largest concern was user adoption. My System Engineer and I coordinated a site visit to explain how a modern ERP platform could help the employees with day-to-day tasks. We did not talk about products or Sage but instead focused on how we could help the CIO with his primary issue.
ERP is not a standalone system.
Evaluate how the partner approaches:
Strong partners think beyond go-live and help you build a roadmap for growth. RKL eSolutions only works with Certified Partners with excellent results. As a partner, we independently evaluate ISVs.
One of the most common challenges I’ve seen isn’t the software—it’s misalignment between expectations and execution.
Projects run into trouble when:
On the flip side, successful implementations share a common theme:
A partner who understands your business—not just the software.
Most companies will use their selected ERP system for a decade or more.
There are no guarantees—but choosing the right implementation partner significantly improves your chances of success and a long-term partnership.
If you take the time to evaluate not just the software—but the people, process, and partnership behind it—you’ll be in a much stronger position for a successful outcome.
If you’re evaluating ERP solutions or implementation partners and want a practical, no-pressure perspective, it’s worth having a conversation with a team that understands both the technology and the realities of implementation. RKL eSolutions is a premier provider for Sage with Sage Intacct and Sage X3. We are one of the largest Sage X3 partners in North America, with customers in Food & Beverage and Chemical process manufacturing, distribution and discrete manufacturers. We welcome a conversation and are happy to answer any questions you may have.