Problem:
The company does not clearly understand what it needs. The ERP system is selected based on intuition or price rather than actual business processes.

How to prevent it?

• List the main problems you want to solve
• Involve people from different departments (accounting, sales, production)
• Ask your ERP partner for specific solutions to your business situations

✅ Result: a clear understanding of what the ERP system will address and how it will be configured.

Problem:
Communication breaks down during implementation—or the customer stops communicating with the ERP partner altogether. As a result, the project slows down or comes to a halt.

How to prevent it?

• Schedule regular meetings (e.g., once a week)
• Assign a person responsible for communication
• Address issues immediately instead of letting them pile up

✅ Result: smooth collaboration and minimized risk of delays.

Problem:
The company underestimates the fact that an ERP system brings a change in the way people work, not just new software.

How to prevent it?

• Prepare employees and processes for the change in advance
• Implement the system gradually rather than all at once
• Monitor how the new processes are being used

✅ Result: the system becomes part of everyday work rather than just a paper-based initiative.

Problem:
An ERP project can slow down or become more expensive if there is no technically capable person within the company to work with the ERP partner. Some customers are surprised to learn that implementation requires their active participation—for example, when preparing data or managing imports.

How to prevent it and turn it into an advantage?

• Appoint an internal project manager or technically skilled person to collaborate with the ERP partner
• Involving this person saves both time and costs because the partner does not have to work blindly
• While working with data and imports, this person also learns what can be done with data in the new system—helping the company prepare for real ERP usage

✅ Result: implementation is faster and more efficient, while the customer gains valuable know-how and a better understanding of the new system.

Problem:
The company chooses a vendor based solely on price or speed rather than experience and approach.

How to prevent it?

• Review the partner’s references and experience
• Ask about real projects and measurable outcomes
• Choose a partner who understands your business

✅ Result: a partner who guides you through the project and provides know-how and support even after implementation.

Problem:
The ERP system has been implemented, but employees do not want to use it. They return to old habits (Excel, paper), bypass the system, or use it only partially.

How to prevent it:

• Explain to employees during the project why the ERP system is being introduced
• Show them the specific benefits for their daily work
• Involve them in testing before the system goes live
• Provide training and accessible support after launch

✅ Result: the system is used effectively and delivers real savings and visibility.

The difference between a vendor and a partner is significant. A strategic ERP partner is focused on your company’s results, not just selling a license. They help prevent the risks mentioned above—from selecting the right system and planning the implementation to providing support and optimization after go-live.

One example is Asseco Solutions, a company with more than 35 years of experience that takes a strategic approach to ERP projects. It provides not only software, but also consulting, training, and long-term cooperation, ensuring that ERP projects deliver real business value.