ERP Software Selection Consultants: 14 Firms Compared

BHC gathers requirements, develops selection criteria and supports demonstrations and the final decision. During selection it contacts vendors and partners about implementation, and it says it can then act as your internal project manager. Its team is divided between offices in Vancouver and Winnipeg.

BHC says it does not sell ERP software. It does implement Dynamics GP, Dynamics 365 Business Central and Sage Intacct, and its partners page says it is an authorized reseller of some of the add-on products listed there.

Dreher says it takes no commissions or reseller margins, has no preferred-partner agreements and does not implement the system it recommends. The vendor or its partner does that, while Dreher manages the project and checks the agreed scope from the client's side. The firm has been owner-led since 1992 and says no software vendor or investor holds a stake in it.

Its clients are mostly owner-managed and family-run mid-sized companies in Germany, Austria and Switzerland; it also takes mandates, awarded in Germany, from companies with sites outside that region. Its selection process tests shortlisted systems on the buyer's own master data, against pass/fail criteria agreed in writing before the proof of concept starts.

ERP Advisors Group says it sells no software and takes no commissions or payments from vendors. It addresses its services to mid-market CFOs and other senior executives. Its selection service documents why eliminated vendors should not be evaluated, writes demonstration scripts and negotiates software and services contracts. That elimination record is useful when stakeholders later ask why a familiar vendor missed the shortlist.

The firm also offers to stay through implementation as the client-side project manager, with data migration, change management and business analysis.

Lumenia's clients are typically mid-size service, manufacturing, distribution and retail organizations, often with multiple sites or countries. It says it does not sell software. Its selection work covers requirements, evaluation and vendor contracting, with an emphasis on carrying the details agreed during evaluation into the contracts. Its implementation offering provides project and change management resources.

For a buyer already close to choosing, its selection due-diligence service reviews the process for gaps before contracts are signed.

Panorama describes itself as independent of ERP software vendor affiliation and works with mid-size to large private- and public-sector organizations. It says it receives no commissions or kickbacks from software vendors. Its selection service runs from business requirements through system evaluation and support for contract negotiations.

Its wider advisory offering includes selection governance, with demo scorecards and decision criteria, and implementation oversight covering risk, scope, project management and organizational change.

Pemeco describes its selection method as vendor-neutral. The method runs from requirements and vendor prequalification through due diligence, implementation scoping and contract negotiations. In the scoping stage it works with the top vendors to define the delivery scope, so the contracts reflect what the project needs.

Its implementation services include project management, governance and full project staffing, including application-specific consultants; it says ownership remains with the buyer. The same page lists a separate service that helps software vendors and systems integrators build delivery models based on its Milestone Deliverables methodology.

Third Stage says it does not accept commissions or referral fees from software vendors, and an article on its site, updated March 25, 2026, says it is not associated with any software vendor. Its selection method documents processes and requirements, runs customized demonstrations or a proof of concept, and includes a total cost analysis covering internal resources, integration maintenance and post-go-live support.

It also lists implementation planning, ERP project recovery and expert-witness services for legal disputes and failed implementations. It says its expert-witness work helps it spot early warning signs of failure, such as hidden costs, unrealistic timelines and poor governance.

Ultra's typical clients are mid-market manufacturers and distributors, generally with $50 million to $1 billion in revenue and operational complexity such as multiple sites, regulation or engineer-to-order production. It says it has been independent since 1994 and reports more than 1,000 ERP selection and implementation projects.

Its selection process includes vendor qualification, structured demonstrations that follow Ultra's agenda, reference checks, total cost analysis and evaluation of implementation services. Ultra says it holds no reseller agreements, partner tiers or vendor referral fees, and that client consulting fees are its only revenue. It also offers implementation and ERP recovery.

Alpha Apex Group's ERP selection service covers requirements, vendor evaluation and shortlisting, request-for-proposal management and implementation planning. It describes the process as vendor-neutral. The firm also offers NetSuite and Microsoft Dynamics 365 implementation, and its partnerships page describes working with specialist firms to deliver consulting engagements.

Avasant starts with a systems strategy and roadmap that considers replacing, upgrading or extending existing systems. It then runs an RFP, vendor demonstrations and due diligence, and supports contract negotiation with assistance from Avasant Law. It typically includes systems integrators in the RFP so the software and the implementation partner are evaluated together.

Its Strativa analytics platform, which it says covers more than 2,000 vendors, supports selection, price comparison and procurement. Avasant says it does not sell software or partner with technology vendors for implementation services, and it can continue through implementation with project management, change management and governance.

BDO's selection service starts with end users and includes vendor evaluation, contract negotiation and support through implementation and change management. It describes its ERP selection approach as platform-agnostic. BDO also implements Dynamics 365, NetSuite and Workday, and its partner ecosystem lists relationships including Microsoft, Oracle NetSuite and Infor.

Itransition's ERP consulting includes requirements analysis, RFP preparation and vendor shortlisting against a scoring model. That selection work sits within a business that develops and implements ERP solutions, and the firm identifies strategic partnerships with Microsoft and Odoo.

Meaden & Moore's ERP page offers evaluation, selection and acquisition, and its selection guide is aimed at manufacturing and industrial distribution companies. The firm says it buys independent vendor research to support its advice and can assist with installation, implementation and support for most Tier II and Tier III solutions. The brand includes a licensed CPA firm and a separate consulting entity, Meaden & Moore Advisors, which is not a licensed CPA firm.

Plante Moran's selection consultants help define procurement strategy, identify requirements, evaluate systems and support final vendor selection and contracting. References on its ERP page include public bodies and a company CFO describing assessment, selection and implementation work. It quotes Craig Zampa saying its consultants focus on clients' needs "instead of generating revenue based on an existing software sales relationship." The same page offers implementation advisory and Plex implementation and customization.