ERP selection checklist — 40 questions before the decision.

Level 1 · Company & project framework

Before processes are examined in detail, the framework must be clear. This level is often blurred the fastest because it sounds too easy.

• How many entities are in scope — and how many of them have their own accounting reality?
• Which countries are relevant, and which of them have local tax requirements (e.g. VAT specifics, e-invoicing rules)?
• Which business models need to be covered (trade, manufacturing, services, projects, service, subscription)?
• Which languages, currencies and consolidation requirements apply?
• What is not in scope (deliberately excluded to keep the project manageable)?
• Which target picture does the ERP replacement serve: cost reduction, growth enablement, compliance, harmonisation, system age?
• Is there a hard deadline (end-of-maintenance of the legacy system, M&A requirement, carve-out)?

Level 2 · Processes & business units

This is where the actual decision basis is formed. Systems differ far more in process load-bearing capacity than in glossy feature lists.

• Which core processes are load-bearing (finance, controlling, procurement, sales, warehouse, production, service)?
• Which process variants are typical — and how many exceptions exist per process?
• How deep is the integration with CRM, e-commerce, MES, DMS, reporting?
• Are there critical industry requirements (batches, serial numbers, regulation, GMP, project business)?
• Which business units must participate in the selection process — and are they scheduled to do so?
• Which processes should change (become different), which should only migrate (remain the same)?

Level 3 · Technology & integration

Technical questions are often the hardest to answer because they cut across the organisational structure. But they become risk points in implementation if they remain open beforehand.

• Deployment model: cloud-only, hybrid, or private cloud/on-prem — and on what basis?
• Which existing systems need to remain connected (CRM, BI, payroll, time tracking, document management)?
• Which interfaces are load-bearing (EDI, PLM, portal, bank, tax)?
• Identity & access: is a unified IdP model required (SSO, SCIM)?
• Data migration: which master data and which transaction data history must be migrated?
• What does the target picture for reporting and data model look like (ERP-internal vs. external BI)?
• Which compliance/security requirements apply (GDPR, GoBD, ISO 27001, industry-specific rules)?

Level 4 · Project, governance & budget

This level is too often considered last — although it is where feasibility is decided.

• Who is the client and decision-maker (managing director, CFO, CIO, advisory board)?
• Is there a named internal project lead with sufficient capacity?
• Which total budget is realistically available — including internal effort?
• Which time horizon is realistic (12, 18, 24 months; multi-phase rollout?)?
• Which stakeholders must be brought along to safeguard viability?
• What is the fallback option if a favoured vendor proves unsuitable?
• Which contract form is planned (fixed price, T&M, hybrid, fixed-price phases with T&M options)?

Red flags in the ERP project

If more than two of the following points apply, a structured Fit Check or selection advisory is sensible before vendors are approached.

• "We already started once, but no one is on it full-time any more."
• Internal expectation = "must do everything, but in the standard".
• Budget is not fully costed, just set as a ceiling.
• Business units are not yet named or "will be added later".
• Vendor selection emerges from individual relationships, not from criteria.
• There is no written scope, only a "wishlist".

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Note: This checklist does not replace project advisory. It is intended to structure internal discussions and to make open points visible before a tender.