How do you select an ERP Solution?

Best-in-Class Strategies for Selecting an
ERP Solution in 2013
July 2013
Nick Castellina, Peter Krensky

This document is the result of primary research performed by Aberdeen Group. Aberdeen Group’s methodologies provide for objective fact-based research and
represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc.
and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.
July 2013
Best-in-Class Strategies for Selecting an ERP
Solution in 2013
Finding a needle in a haystack is hard, but the task pales in comparison to
finding a specific needle in a pile of needles. Selecting the ideal Enterprise
Resource Planning (ERP) solution from among the numerous options on the
market can feel like just as daunting a challenge. ERP represents a serious
investment for any organization and is vital to future success. As such, a
great deal is at stake. The ERP selection process should be regarded as a
top priority, with appropriate time and resources devoted to it. Top
performing organizations approach the selection process with a clear plan in
mind and come away with solutions that implement smoothly and help drive
business immediately. Less meticulous organizations become saddled with
solutions that continually disappoint, put additional strain on the
organization, and often need to be replaced. This report explores the
strategies Best-in-Class organizations employ to find the right ERP fit that
will give them the tools they need to thrive.
The Strategy Behind Selection
Best-in-Class organizations do not subscribe to the belief that the best laid
plans oft go awry. Top performing organizations analyze their needs and
existing internal capabilities as they survey the ERP landscape and determine
how an ERP solution will be implemented to positively impact business.
Data from Aberdeen’s 2013 ERP Services, Selection, Implementation, and
Training survey as of July 2013 indicates that the Best-in-Class are 31%
more likely than All Others to devise such a plan prior to selection.
Figure 1: Forming an ERP Selection Strategy
Source: Aberdeen Group, July 2013
71%
62%
79%
63%
52%
71%
37% 40%
52%
0%
20%
40%
60%
80%
100%
ERP plan devised before
selection
Standardized selection
criteria for ERP
implementation across
the enterprise
Cross functional teams
of IT and line of
business individuals
involved in both the
selection and
implementation of ERP
PercentageofRespondents,n=204
Best-in-Class Industry Average Laggard
Analyst Insight
Aberdeen’s Insights provide the
analyst’s perspective on the
research as drawn from an
aggregated view of research
surveys, interviews, and
data analysis.
Aberdeen Methodology
The Aberdeen maturity class is
comprised of three groups of
survey respondents:
√ Best-in-Class: Top 20% of
respondents based on
performance
√ Industry Average: Middle
50% of respondents based
on performance
√ Laggard: Bottom 30% of
respondents based on
performance
Respondents to Aberdeen’s
2013 ERP Services, Selection,
Implementation, and Training
survey were ranked on the
following criteria:
√ Months it took to reach
Return on Investment
(ROI):
Best-in-Class — 14.6,
Industry Average — 34.7,
Laggard — 102
√ Percentage of original
budget spent on ERP
project:
Best-in-Class — 88%,
Industry Average — 117%,
Laggard — 153%
√ Lateness of ERP project
completion:
Best-in-Class — 3%,
Industry Average — 20%,
Laggard — 54%

Best-in-Class Strategies for Selecting an ERP Solution in 2013
Page 2
© 2013 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
The benefits of a comprehensive plan are twofold. First, organizations with a
clear plan are more likely to find a solution that most aptly fits their needs.
And second, once the solution is chosen and implementation begins, the
organization already has a defined path to follow.
In order to devise these plans, the organization must decide what is most
important in a prospective ERP solution. Are there certain features that are
absolutely essential? Is there industry specific functionality that must be
secured? Is there a price limit? Sixty-two percent (62%) of the Best-in-Class
have standardized criteria for ERP implementation across the enterprise.
Since ERP will be the backbone of the organization, the selected solution
must be in alignment with that backbone. While many organizations only
need to make one ERP investment, some larger organizations utilize multi-
tiered ERP strategies with an “administrative” ERP in corporate offices and
an “operational” ERP in geographically distributed business units. Selection
criteria should reflect these strategies throughout the organization and align
with corporate objectives.
But who should be involved in devising these criteria? A final ERP selection
should not be the product of a single voice. Organizations are best served
by a chorus of input and perspectives from individuals across multiple
departments. Seventy-nine percent (79%) of the Best-in-Class involve cross
functional teams of IT and line of business individuals in their ERP selection.
No single person is aware of all the needs of an organization or the
idiosyncrasies of its infrastructure. Those who will be using ERP on a daily
basis are in the best position to provide advice on the essential functionality
and features that will help the organization improve. By facilitating
collaboration between IT and the line of business, top performing
companies ensure their ERP solution will both run smoothly and wholly
fulfill its mandate.
To prove this point, Aberdeen’s research finds that while departments such
as IT, management, and finance have significant influence in the selection
process, the Best-in-Class put a greater emphasis on involving the line of
business in the ERP selection decision than All Others (Figure 2). Each
respondent was asked to rate the amount of input each function has on the
ERP selection process, with 5 being the most input and 1 being the least. On
average, the Best-in-Class rank the line of business more highly than All
Others.
Note
This report is an update to
2012’s ERP Selection: Finding the
Right Fit. The themes and
message are the same, but data
has been updated from a more
recent survey.

Page 3
Figure 2: Increased Emphasis on the Line of Business
Conversely, all other organizations are taking a top-down approach and
placing greater emphasis than the Best-in-Class on the input of the
executive, finance, and IT when selecting an ERP solution. While these
business leaders are ultimately in charge of the final investment, the Best-in-
Class selection process is less top heavy, as these organizations are more
likely to seek out the opinions of employees in sales, supply chain, and
operations. Top performing organizations recognize the value of input from
employees in the trenches of day-to-day operations in addition to the
opinions of the upper echelons of the corporate structure. Placing an
emphasis on line of business input helps ensure that a final ERP selection
comprehensively addresses an organization’s needs.
How to Choose
Devising a plan and knowing that tailored selection criteria is important is
one thing, but what should actually be included in these selection criteria?
Best-in-Class organizations evaluate prospective ERP solutions on a number
of criteria before making a final selection (Figure 3). The number one
attribute the Best-in-Class look for is functionality (64%). Simply put, top
performing organizations expect their ERP solution to work, and work well.
The majority of the Best-in-Class have detailed plans for what they hope to
accomplish with their ERP, but those plans are useless if they select a
solution that does not work as expected or lacks necessary features. For
example, are the processes that are necessary for the organization’s success
supported in the potential solution? Does the organization need to be able
to perform product recalls? Is full financial or field service functionality
needed? Top performing organizations find ERP solutions that run smoothly
and deliver as promised.
2.67
2.80
3.31
3.62
3.65
4.00
2.57
2.52
3.53
3.74
3.39
4.03
2.40 3.20 4.00
Supply Chain/Warehousing
Sales
IT
Finance
Operations
Executive team
Ranking on a Scale of 1 to 5, n = 204
All Others
Best-in-Class

Page 4
Figure 3: Best-in-Class ERP Selection Criteria
The Best-in-Class also look for ERP solutions that are easy to use (56%).
Even the most functional of ERP solutions is a waste of money if employees
can’t use it. A user-friendly ERP solution will lead to a higher employee
usage rate and the solution’s benefits will more quickly and profoundly
manifest themselves throughout an organization. A clean, intuitive interface
will decrease user confusion and increase overall productivity.
It may be surprising that total cost of ownership is only the third leading
selection criteria. The Best-in-Class care more about the functionality and
ease of use of an ERP solution than its impact on their wallets. Nevertheless,
ERP does represent a significant investment and top performing
organizations want to be sure their capital is well spent. When evaluating
cost, some organizations may find that certain ERP solutions have features
they do not need and are therefore not worth paying for. An organization
may not have the resources available to make a large up-front capital
investment and would prefer to pay on a month-to-month basis for a
Software-as-a-Service (SaaS) ERP solution. The Best-in-Class evaluate cost
to make sure they only buy what they need.
Some of the Best-in-Class are concerned about the ability to change or
augment ERP, as 26% listed the ability to tailor functionality without
programming in their selection criteria. ERP is not “one size fits all.”
Organizations may anticipate their business evolving, creating the need for
an ERP system to evolve along with it. As organizations add processes,
products, or business units, their ERP system must be able to reflect those
changes to the business quickly, cheaply, and without disruption. Often
companies have very specific resource planning requirements they need
their ERP solution to easily accommodate without new programming or a
vendor consultation. However, 8% of all respondents did list quality and
availability of support as a top criterion. Organizations look for reliable
vendors that give them customization and independence, but are always
there to troubleshoot and oil the machine. This is why 18% of the Best-in-
18%
21%
26%
28%
28%
44%
56%
64%
0% 20% 40% 60% 80%
Relationship with vendor
Global capabilities
Ability to tailor functionality
without programming
Ease and speed of
implementation
Must be an integrated suite
Total cost of ownership
Ease of use
Functionality
Percentage of Respondents, n = 204
Best-in-Class

Page 5
Class list their relationship with the ERP as a top selection criterion. Third
party support is also a viable alternative to direct vendor support, as
explored in Aberdeen’s August 2012 report, ERP Services: More Bang For
Your Buck.
Finally, since the entire purpose of an ERP solution is to contain all of the
essential data for running a business, 28% of Best-in-Class organizations are
interested in ERP solutions that are integrated suites. This preference for a
set of programs and applications that work together seamlessly has
numerous benefits (see Fast Facts). Employees are better able to find the
data they need to make decisions and are better able to seek out and find
that data on their own. Decision makers can use an integrated suite as a
one-stop-shop for actionable data that also serves as the organization’s
system of record.
As organizations evaluate the various criteria for their selection, they must
also consider what exactly they hope to accomplish with their ERP solution
(Figure 4). Eighty-two percent (82%) of the Best-in-Class align their ERP
selection with business objectives. In other words, the vast majority of the
Best-in-Class know what they need ERP to do before they implement it.
These organizations view ERP systems properly — not as a blanket solution
to all their problems, but as a tool to help them reach their goals. With
business objectives clearly in mind, organizations can find the appropriate
functionality and features among the myriad of ERP solution options.
Figure 4: Looking for the Best Fit
For example, business objectives in one industry can be completely different
than objectives in another industry. Also, some processes, such as the ability
to do a product recall based on batch information, are just not necessary in
some organizations. There are industry-specific ERP solutions available that
provide a template for best practices for a variety of industries. These
solutions are common across all levels of performance. Almost half of all
organizations have ERP solutions designed for their respective fields. These
organizations get the tailored functionality they need while avoiding features
that are unnecessary for their line of business. Looking for an industry-
82%
53%
75%
53%50%
38%
0%
20%
40%
60%
80%
100%
ERP solution selection is
aligned with business
objectives
ERP solution is industry-
specific
PercentageofRespondents,n=204
Fast Facts
Data from the 2012 ERP
Benchmark survey found:
√ Sixty-five percent (65%) of
the Best-in-Class have
integrated business
applications serve as a
complete and auditable
system of record
√ The Best-in-Class are 55%
more likely than All Others
to have data that appears to
be shared across applications
seamlessly and transparently
√ The Best-in-Class are 82%
more likely than All Others
to be able to complete
process flows that span
different applications without
consciously switching
between applications
ERP Best-in-Class
√ In this report, Best-in-Class
organizations from the 2012
ERP Benchmark survey
achieved:
√ 3.3 days to close a month
√ 29.7 days sales outstanding
√ 97% complete and on-time
delivery
√ 18% increase in profitability
over the past 2 years

Page 6
specific solution will also help narrow the wide field of ERP choices and
provide a solution that is the best fit.
The Consequences of Improper Selection
When it comes to ERP selection, not all organizations get it right on the
first try. A company may choose an ERP solution that ends up being a poor
fit for the business or simply falls short of expectations. While in many cases
selecting a bad fit only leads to an organization not receiving the full return
on their investment, improper selection may also lead to an ERP solution
being replaced. Such failure is more common among Laggard organizations
from Aberdeen’s 2012 ERP Benchmark survey, which cited several reasons
for ERP replacement (Figure 5).
Figure 5: Reasons that ERP Needs to Be Replaced
Source: Aberdeen Group, September 2012
Fifty-eight percent (58%) of Laggards cited a lack of features as a reason for
ERP replacement. This shortcoming is easily avoided by forming a
comprehensive ERP selection plan and knowing exactly which features are
pertinent to the organization. Decision makers should evaluate what
features they currently require, as well as the features they will possibly
need in the future.
The inability to tailor an ERP solution to integrate change to the business,
cited by 27% of Laggards, is also an avoidable pitfall. The ability to tailor ERP
was one of the top selection criteria of the Best-in-Class. If an organization
knows it will need to customize, it should only seek out ERP solutions with
that ability during the selection process. More than half of all Laggards cited
obsolete technology foundation or infrastructure as a reason for ERP
replacement. To avoid having to replace an ERP system sooner than
expected, organizations should filter out solutions supported by outdated
hardware when making their ERP decision. They may also have to take a
hard look at any of their own legacy infrastructure that is detrimental to a
newer ERP system’s function.
14%
20%
27%
52%
58%
0% 20% 40% 60%
Lack of support from ERP vendor
Cost of maintenance and support
Inability to tailor ERP solution to
integrate changes to the business
Obsolete technology foundation or
infrastructure of ERP system
Lack of features
Percentage of Respondents, n = 563
Laggard

Page 7
Additionally, a poorly selected ERP can introduce unnecessary strain to all
aspects of an organization, but this is especially true for IT departments
(Figure 6). Respondents from Aberdeen’s Data from Aberdeen’s 2013 ERP
Services, Selection, Implementation, and Training survey as of July 2013
were asked to rate the impact that their ERP software has had on their IT
department’s workload with 5 being the most and 1 being the least.
Laggards reported a 44% greater increase in IT’s workload as result of ERP
compared to the Best-in-Class. A second-rate selection process leads to an
onerous ERP implementation process that unnecessarily distracts IT from its
numerous other responsibilities. Additionally, ongoing ERP support will take
excessive IT resources that the organization will either need to hire on or
divert from other projects. Sound planning and careful deliberation can save
an organization from potential IT frustration and burnout.
Figure 6: Burdening IT
The Results of Informed Selection
The rewards of correctly selecting an ERP will quickly manifest themselves
for any organization. But the Best-in-Class stand out again as they reap the
greatest benefits across several metrics (Table 1). On average, Best-in-Class
organizations are able to “go live” more than six months earlier than all
other organizations. This accelerated pace helps keep ballooning
implementation costs contained and the Best-in-Class see a significantly
quicker Return on Investment (ROI). The Best-in-Class also experience a
56% greater reduction in operational costs compared to All Others as a
result of their ERP solutions. This means the functionality that was selected
was properly tailored to play to the organization’s strengths. Overall,
informed selection gets the Best-in-Class their ERP solutions faster, cheaper,
and those solutions have a greater impact when they go online.
2.24
3.04
3.23
2.00
2.20
2.40
2.60
2.80
3.00
3.20
3.40
Increase in IT's workload as a result of ERP
IncreaseonaScaleof1to5,n=204

Page 8
Table 1: Less Disruption, Greater Improvements
Performance
Best-
in-
Class
Industry
Average Laggards
Months from installation to first “go live” 6.7 12 15.4
Percentage of original budget spent on
implementation 88% 117% 153%
Percentage of time implementation
project ended beyond original timeframe 3% 20% 54%
Reduction in operational costs as a result
of ERP solution 14% 9% 9%
Key Takeaways
The ERP selection process need not be intimidating for those organizations
with the right mindset. Organizations looking for a smooth and successful
ERP selection process should take the following steps:
• Develop a clear plan prior to selection. Seventy-one percent
(71%) of the Best-in-Class devise a clear plan prior to ERP selection.
This helps them know exactly what they are looking for as they
enter the market and gives them a roadmap to follow once they
begin implementation.
• Value functionality and ease of use over cost. The Best-in-
Class look at functionality and ease of use before they consider
cost, as saving money on ERP is a moot effort if the solution fails to
work as needed. Spending a little extra on a successful ERP solution
will save much more down the road than living with a cheaper but
disappointing solution.
• Get input from all levels of the organization. The Best-in-
Class put a greater emphasis on the input of sales, supply chain, and
operations when making an ERP selection than all other
organizations. Utilizing cross functional teams will also ensure that
all voices within the organization are heard and ERP serves every
department’s needs.
• Align ERP with your goals and industry. Organizations can set
up their ERP solution for success if they know exactly what they
hope to accomplish with it. It is easier to find the right solution
when ERP is viewed as a tool to achieve a business objective. All
organizations can also benefit from solutions designed specifically
for their respective industries that offer ideal functionality and
features.
By following these steps, organizations can find an ERP solution that will
meet all their demands and propel them to sustained success.

Page 9
For more information on this or other research topics, please visit
www.aberdeen.com.
To take part in Aberdeen’s 2013 ERP research, click here.
Related Research
Managing ERP Projects to Deliver
Increased ROI; April 2013
ERP in SME 2012: Using Emerging
Technologies to Stand Out; September
2012
To ERP or Not to ERP for SMBs: What
Can ERP Do For Me?; May 2012
ERP Implementation and Training: A
Guide to Getting Your Business in Gear;
April 2012
Author: Nick Castellina, Senior Research Analyst, Business Planning and
Execution (nick.castellina@aberdeen.com); Peter Krensky, Senior Research
Associate, Business Planning and Execution (peter.krensky@aberdeen.com)
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This document is the result of primary research performed by Aberdeen Group. Aberdeen Group’s methodologies
provide for objective fact-based research and represent the best analysis available at the time of publication. Unless
otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not be
reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by
Aberdeen Group, Inc. (2013a)

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