ERP advisory and vendor selection — honest about fit.
Independent current-state assessment, vendor scorecards, TCO and ROI modelling, decision frameworks. We are honest when Axional is not the right fit — a 100-country multinational running on SAP S/4HANA should usually stay there, and we will say so. The honesty is the brand.
Engagement shape
Current-state assessment → vendor longlist → vendor shortlist with scorecards → TCO and ROI model → recommendation memo. Five-step path, six to twelve weeks, fixed-price.
Engagement window
6–12 weeks fixed-price. Faster than the Big-Four equivalent because the assessment template, the TCO model and the vendor scorecards are pre-built.
Team profile
Principal advisor — twenty-plus years in ERP — plus two to three functional analysts (finance, supply chain, healthcare or sector specialist). Customer-side : sponsor, programme owner, finance lead.
Honesty about fit
If your operations are 100-country and one-ERP-fits-all, the global standard is built for you and we will say so. The recommendation memo names the trade-offs that decided the answer.
What the engagement ships
Five named deliverables, each with a fixed scope and a written acceptance criterion.
Current-state assessment
Operating-model map, process inventory, fiscal and regulatory surface, integration landscape, vendor and licence map, pain-point register. The basis the recommendation builds on.
Vendor longlist
Six to twelve candidate ERPs with one-page profiles each : best fit, operational complexity tier, licensing model, regional coverage, indicative cost band.
Vendor shortlist with scorecards
Three finalists with named scorecards across fit, fiscal compliance, customisation flexibility, time-to-value, total cost of ownership, vendor-stability risk.
TCO and ROI model
Five-year TCO across licence, implementation, internal staffing, integration, change management, run-rate. ROI model with the operating-model improvements quantified.
Recommendation memo
Plain-language decision memo with the named trade-offs, the named risks and the named conditions under which the recommendation flips. Signed by the principal.
Why an honest advisor matters
The Big-Four firms are not incentivised to recommend against implementing a vendor's software ; their implementation revenue depends on the decision going forward. We are. We sell the transformation, but only when the answer fits. When a buyer's operations sit at 100 countries and one-ERP-fits-all, the global standard is built for them and we will say so — in writing, in the recommendation memo, signed.
The honest advisory engagement is the upstream of every other engagement we run. Customers who buy the advisory and then move to an ERP transformation programme arrive with the scope, the risk register and the trade-offs already named — which is why the downstream programme moves faster and lands with fewer surprises.