Choosing an ERP Implementation Partner: Should You Retain Your Selection Consultant?

You have software, executive alignment, and an ambitious roadmap. The next decision? Choosing an ERP implementation partner. 

Many companies turn to the selection consultant that guided them through software evaluation. Others exclusively work with the vendor’s preferred implementation partner. Some internal teams, especially at large enterprises, try to manage the implementation themselves. 

Implementation is where strategy meets execution, and where system capabilities translate into process improvement, user adoption, and measurable business value. Implementation is where your choice of partner matters most.

Today, we’re talking about why your selection consultant is an essential partner for your implementation. 

The Role of an ERP Implementation Partner

There are several different types of ERP implementation partners:

• System integrators
• Vendor professional services teams
• Implementation oversight partners

Systems integrators are responsible for translating your chosen software into a fully functional solution tailored to your business. They manage . . . 

• Configuration 
• Data Migration
• Integration Design
• System Testing
• Cutover Execution
• User Training
• Post-go-live Stabilization

Some ERP implementation partners, like Panorama, serve as implementation oversight partners. This means they ensure governance, alignment, and quality, while the system integrator does the hands-on data migration, configuration, and technical tasks.

How to Choose an ERP Implementation Partner

Choosing an ERP implementation partner requires evaluating methodology, staffing models, industry experience, and alignment with your organization’s priorities. 

Let’s explore what this decision looks like in two common scenarios.

For Small Companies: Is the Vendor’s Implementation Partner Enough?

Smaller organizations often face budget constraints that limit their ability to retain independent consultants through implementation. When the ERP vendor offers a “preferred” implementation partner—or proposes an all-in-one package—this can appear efficient and cost-effective. 

However, relying solely on the vendor or their affiliate has risks: 

• Alignment issues: Vendor-led teams may be incentivized to focus on licensing, speed, or templated rollouts, rather than tailoring the solution to your unique operations. 

• Overlooked change management: Smaller teams often underestimate the impact of new systems on users. A vendor partner focused on technical delivery may underinvest in training, adoption metrics, and organizational readiness. 

• Limited leverage: Without a third party managing scope, quality, and business alignment, small organizations have fewer checks and balances if the implementation goes off track. 

This is why understanding the role of vendors in ERP implementation is essential. Vendors provide the software and access to certified partners, but that does not mean their partners should handle all aspects of the implementation. 

Even for smaller organizations, retaining an implementation oversight partner, like Panorama, for the role of data migration planning and validation can improve outcomes significantly.  

Ultimately, choosing an ERP implementation partner in a smaller organization comes down to risk tolerance. Can your internal team hold the vendor accountable? Do you have enough internal knowledge to oversee scope and timelines? 

If the answer is no, then independent oversight is an essential investment to make when engaging a system integrator for technical tasks. 

For Large Companies: Should You Implement In-House?

Large enterprises with robust IT departments often consider implementing the ERP system internally. After all, they have the technical talent, institutional knowledge, and project management capabilities. 

However, size alone does not guarantee success. In-house ERP implementations bring their own set of challenges: 

• Tunnel vision: Internal teams may replicate existing processes rather than rethinking them for the new system. 

• Political gridlock: Without a neutral facilitator, process design can stall due to competing priorities between business units. 

• Inexperience with the platform: Even experienced IT teams may lack the specific knowledge required to configure and optimize a new ERP system. 

In-house vs partner implementation is not a binary decision. Many enterprises benefit from a hybrid approach, where internal teams co-lead the effort alongside system integrators and an implementation oversight partner. 

The key is ensuring your partners bring more than technical expertise. They must challenge assumptions, manage cross-functional alignment, and stay accountable to business outcomes. This is especially important after go-live, when internal fatigue sets in and system optimization becomes an afterthought. 

Should Your Selection Consultant Become Your Implementation Partner?

In most cases, ERP selection consultants—as long as they are independent and have strong operational expertise—should continue into implementation. If you answer yes to all of these questions, then sticking with your current consultant is a no-brainer:

• Are they vendor-neutral with no referral-based incentives?

• Do they have demonstrated project management experience in full ERP rollouts across industries and platforms?

• Do they have experience embedding organizational change management throughout the project?

• Do they have a governance framework for overseeing system integrators and ensuring design decisions remain aligned with your business case?

If you decide to keep your consultant, get ready for the advantages: 

• Context carryover: The team that helped define your future-state vision, business priorities, and functional requirements continues to guide decisions during design and configuration. For example, our ERP experts bring strategic context into implementation, such as future-state process designs, prioritized requirements, organizational readiness findings, and data quality insights.

• Risk awareness: Your selection consultant already knows where the risks lie—whether in data quality, resource gaps, or integration complexity—and can proactively mitigate them. 

• Post-go-live strategy: Because they prioritize business outcomes, they focus beyond go-live toward performance, adoption, and continuous improvement. 

The Case for Continuity

Choosing an ERP implementation partner is about more than convenience or cost. It is about strategic alignment, accountability, and the ability to deliver sustained business value. 

When the same independent ERP advisor carries your vision from strategy to execution, it reduces risk, accelerates decision-making, and produces a system that truly supports your future-state.

Panorama Consulting Group helps clients align technology decisions with enterprise strategy, from ERP selection through post-go-live performance. If you are weighing your implementation options, our ERP consultants are ready to help you move forward with clarity and confidence.