In this phase, a collaboration is made with key persons in the company with a goal of determining the strategic framework for a possible exchange of the ERP systems. Typically, there is a mapping of how the situation is now, as well as what processes and systems, are a part of this present situation; opportunities and possibilities are identified. In addition, there will typically be defined strategic milestones, business case, and overall business needs. Typically, there is often an assessment of the market potential as well as the preparation and analysis of possible strategic development scenarios, including investments, external costs, and internal resources. Finally, the strategic phase will often lead to a strategic recommendation including a roadmap with initiatives for completing the strategy.

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In the selection phase, the actual purchasing of the system is carried out. In collaboration with key people in the company, concrete business needs are determined through a number of workshops that becomes a part of the bid evaluation. The business needs are created with the assumption that a standard system is needed. Parallel to this, we have a prequalification process of potential systems and suppliers with the goal of having maximum three bidders in the tender process. This process is based on our in-depth market knowledge. A foundation for tender offers is prepared, that ensures a uniform evaluation, which our own ERP-contract is typically a part of. Based on the collected offers and a number of workshops with possible vendors, an objective and independent assessment of possible systems and vendors is carried out, with the ultimate goal of delivering these to the management of the company. In the selection phase, we mostly take part as professional experts and keep track of the process.

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In the implementation phase the actual implementation of the selected system, in close collaboration with the vendor, is carried out. In this phase there are always important activities, that the customer has to complete, these include ensuring that the vendor lives up to the agreements and expectations that the customers have. The success in a standard system project is not only a result of a good system and a good vendor but it also heavily relies on the customer’s active involvement. Assignments that the customers are responsible for includes project management of the companies’ resources, change management, testing, and data conversion, just to name a few. As consultants, we are always a part of the customer’s team and are often the project leader or work in close collaboration with the project leader. In a lot of projects, we are a part of the steering group and as external quality assurance for the customer’s management.

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When a company has been using the same system for a number of years, optimizations will typically have been made in order to resolve any issues. The cause of this could be an altered strategical framework for the company, new business needs, technical problems or conditions caused by the vendor. We often contribute in this phase with health checks in order to measure the systems health condition, benchmarking in relation to others in order to secure better-operating costs or analyses in connection with a potential expansion of the system. In some instances, this can lead to a bigger replacement than first anticipated and one is thus once again, back at the strategical considerations.

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