ERP Implementation Partner Evaluation Worksheet
The software gets the attention, but the implementation partner usually decides whether an ERP project succeeds. This worksheet scores partners on the same weighted criteria so the choice rests on evidence about the team that will actually do the work.
| Criterion | Weight (%) | Partner A (1-5) | Partner B (1-5) | Partner C (1-5) | A weighted | B weighted | C weighted | Evidence / notes | |
|---|---|---|---|---|---|---|---|---|---|
15 | 12 | 9 | |||||||
16 | 20 | 12 | |||||||
12 | 16 | 16 | |||||||
12 | 12 | 9 | |||||||
8 | 6 | 10 | |||||||
9 | 12 | 12 | |||||||
4 | 4 | 4 |
Weights should add to 100 and be set before you see partner proposals. A gap of less than three points between partners is within noise, so decide using references, the named team and commercial terms.
Join your partner evaluation calls
Optional: a technical reviewer can sit in on partner interviews and check the data migration approach.
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How to use the worksheet
Agree the criteria and weights with the steering committee first, then score each partner from 1 to 5 after proposals, interviews and reference calls. The sheet multiplies weight by score divided by five, so a perfect partner earns exactly 100. Replace the example rows with your criteria, and write what evidence supports each score. Export to Excel for the decision file.
- Weights add up to 100 and are fixed before scoring
- Interview the proposed project manager and lead consultants
- Call at least two references per partner
- Record evidence for each score
Criteria that predict success
Experience on the specific ERP product and version matters more than a partner's size. Ask how many comparable go-lives the proposed team members have personally delivered, not the firm. Manufacturing references with a similar mix of discrete, process or project work reduce risk. Check methodology for data migration, testing and cutover, because these are where most schedules slip.
Commercial terms
Compare fixed price and time and materials honestly. A fixed price for a vaguely defined scope often turns into change orders. Ask for the rate card, the named resources, the substitution rules and how the partner treats overruns it causes. Include warranty or hypercare terms and what happens to the team if a key person leaves. Weight this criterion enough that a very cheap bid with a thin team does not win on price alone.
Common mistakes
Do not accept a strong sales team as evidence of a strong delivery team. Do not let the ERP vendor's preferred partner skip evaluation. Do not score on gut feeling after a pleasant workshop; attach evidence to every row. If scores are within a few points, rely on references and the quality of the named team.
Frequently Asked Questions
Should I pick the ERP vendor or the partner first?
Evaluate both in parallel when you can, since the best software with a weak local partner can fail. At minimum, assess the partner before signing the software contract so you can walk away from a pairing that does not work.
How many partners should I compare?
Two to three per shortlisted ERP is workable. More than that increases effort without improving the decision, especially for regional ERPs with a limited partner network.
What are red flags in a partner proposal?
No named team, no manufacturing references, unclear data migration scope, resource rates far below others, and refusal to allow reference calls with the project managers who delivered earlier projects.
Should price carry more than 15 percent weight?
It can, but the weight should reflect that low rates often mean junior staff. Many teams score price separately on total expected cost, including likely overruns, rather than on the headline rate card alone.
If you are using Infor SyteLine, M3 or LN, Netray works alongside implementation partners on AI, reporting and migration accelerators, and can join partner evaluation calls on the technical side.
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