When companies implement an ERP system, most of the attention is usually focused on choosing the right software, defining processes, and training employees. But there’s one critical factor that often gets overlooked—external implementation consultants.
In reality, many ERP projects look great on paper but fail in practice, and the main reason is: the consultants were not properly managed!
Let’s take a look at a real-life case:
【Case Study】“An Expensive ERP Project That Ended in Chaos”
A manufacturing company in Zhejiang spent over a million RMB to implement a well-known ERP system. They hired a service provider that sent three consultants to work on-site for three months. On the go-live day, company leadership was excited—they even prepared firecrackers and banners to celebrate.
But within two weeks, complaints poured in:
- The warehouse said inventory data was a mess.
- The finance team couldn’t calculate costs.
- The purchasing team said the system was harder to use than Excel.
The furious CEO called an emergency meeting and soon discovered:
The consultants had copied workflows from other companies without understanding this company’s specific needs;
They used fake or manually entered data for testing, with no real business scenario simulation;
Training was superficial—consultants would speak once, and if employees didn’t understand, they moved on anyway.
It became clear: the problem wasn’t the system—it was the people. The consultants weren’t managed properly.
What Happens When Consultants Aren’t Managed Well?
- Mismatched Processes
Without business understanding, consultants rely on templates that don’t fit the company’s operations. - Project Delays
With no clear milestones or accountability, consultants may delay tasks or do the bare minimum. - Ineffective Training
If training is too technical and not business-oriented, employees won’t learn to use the system effectively. - High Go-Live Risk
Without proper testing and validation, go-live becomes a gamble.
How Can Companies “Manage Consultants” Effectively?
✅ 1. Don’t Be a Hands-Off Manager
Consultants aren’t “contractors” who run the whole show. The company’s internal project manager must be involved in every step—from process mapping and blueprint review to testing and training evaluation.
✅ 2. Set Clear Milestones
Break the project into phases (requirements, design, data prep, testing, go-live), with clear deliverables and acceptance criteria for each stage.
✅ 3. Daily Check-ins + Weekly Reviews
Require consultants to report daily progress and provide a weekly summary and plan. This keeps the project transparent and issues visible.
✅ 4. Results-Based Rewards and Penalties
Avoid paying just by time. Instead, link payments to deliverables and milestone approvals to ensure accountability.
Final Thoughts
Implementing ERP is not about hiring a “savior” from outside—it’s about working with a coach who supports your transformation.
If you don’t actively manage your consultants, they may end up managing you.
“ERP success is 70% about people and 30% about technology.”
And of that 70%, external consultants make up at least half.