Assessment offer
Decide once, with the evidence in front of you.
A fixed-scope diagnostic for companies about to change ERP — or about to spend another year pretending the current one is fine.
What you get
Four artefacts, one decision
The assessment is deliberately narrow. It does not include implementation, and it is not a pretext for a sales process.
Current-state map
Systems, data flows, spreadsheets, and manual workarounds, reviewed with the people who actually do the work.
Weighted requirements
A prioritised list agreed with your team, separating must-haves from preferences and noise.
Vendor shortlist
Three options at most, scored against the same criteria, with total cost of ownership for three years.
Decision pack
A written recommendation with assumptions, risks, and the conditions under which the answer changes.
Fit
When this is worth it
Good fit
- You are replacing a system that has run out of road.
- Leadership disagrees on scope, budget, or timing.
- A vendor shortlist exists but the comparison is weak.
- You need a defensible plan before committing capital.
Poor fit
- You need a demo or a proposal for an already-decided purchase.
- The decision is made and you only need implementation.
- You want someone to validate a choice without evidence.
- There is no access to process owners or current data.
Questions
Before you ask
How long does the assessment take?
Typically two to three weeks, depending on how available your process owners are. Most of the elapsed time is scheduling working sessions and waiting for data extracts.
Do we need to have chosen a vendor already?
No. If you have already chosen, the assessment becomes a fit and readiness review: what will work, what needs configuration, and what will need custom code.
Is this just a document?
It is a working pack: the current-state map, requirements matrix, and decision note. You can take it to a board, a bank, or another implementation partner.
What does it cost?
A fixed fee quoted after a short scoping call, based on scope and the number of stakeholders. You get the number before any work starts, and there are no hourly surprises.
What if we decide not to change systems?
That is a valid outcome. The assessment is designed to make a no-change decision defensible too, including what it will cost to keep the status quo.
Next step
Start with the situation, not the solution.
Tell us what is happening, what has been tried, and what a good outcome looks like. If the assessment is not the right fit, we will say so.