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ERP Implementation 2021 ERP Implementation 2021
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ERP Implementation 2021
Which Consulting Partners Foster ERP Success?

author - Warren Whitford
Warren Whitford
author - Jennifer Hickenlooper
Jennifer Hickenlooper
February 19, 2021 | Read Time: 12  minutes

The cloud solutions now available in the ERP market continue to spark increased purchase energy, and healthcare organizations are looking for implementation partners who can set them up to quickly achieve outcomes, such as end-user adoption and a positive ROI. Which firms have the required knowledge about this new cloud technology and can also guide organizations through the technical, training, and change management aspects of an implementation? 

Firm Landscape

Before selecting an ERP implementation partner, your organization should consider the following:

selecting erp firm question oneHow much strategic guidance will we need, up front and throughout the engagement?

selecting erp firm question twoWill this implementation be part of a larger business transformation?

selecting erp firm question threeHow much change management and/or training will we need?

selecting erp firm question fourHow complex will our implementation be
(e.g., organization size and scope, ERP modules being implemented, number of external resources needed, type of work needed from resources)?

Answers to the above questions should help you choose the right type of implementation partner. A few firms can deliver multiple types of ERP implementation engagements.

Types of ERP Engagement Partners

Vendors/Firms Validated by KLAS

Implementation Services from Your ERP Software Vendor

ERP software vendors who provide implementation services for their own ERP software—either leading the implementation, offering project management, or otherwise providing support.

erp software firms

ERP Business Transformation & Implementation Leadership Firms

Firms acting as the overall implementation leader for highly complex ERP projects. These engagements require three core competencies: business transformation, application implementation management, and technical expertise. Services often span the implementation life cycle (pre-implementation planning, change management, project management, system build/integration, end-user training). Consultants expected to have both depth and breadth of experience. Typically, these projects include >10 consultants, clients are larger health systems, and the engagement time frame is longer. Due to the strategic nature of these engagements and high client expectations, overall scores tend to be lower than those for less complex types of ERP implementation work.

erp business transformation firms

ERP Implementation Leadership Firms

Firms engaged to provide overall project leadership/management for projects of low to moderate complexity. Core competencies of these engagements include application implementation management, project management, and technical expertise. In most cases, projects include some change management, <10 consultants are used, and clients are small to midsize health systems.

erp implementation leadership firms

ERP Staffing Firms

Firms that provide focused technical services, primarily via staff augmentation. Firms do not provide overall project leadership. Resources are most often leveraged to help with a software build or customization led by the health system, the software vendor, or a third-party leadership firm. Typically includes <10 consultants.

erp staffing firms

ERP Software Vendors

Workday’s Extensive Software Knowledge a Strength; Lack of Leadership/Guidance Creates Some Issues on More Complex Projects

Interviewed Workday clients are mostly satisfied, saying the vendor is supportive and is knowledgeable about how to build out the software to drive outcomes, including improved adoption, efficiency, end-user satisfaction, ROI, and data visibility. Clients feel Workday could be more prescriptive in guiding them and ensuring they know and follow implementation best practices. Individual consultants are generally high quality and knowledgeable; a few respondents mention consultants occasionally not having the right expertise. Clients with smaller, less complex projects are more satisfied than those with larger, more complex engagements (limited sample). Respondents from the latter group say their own organizations, not Workday, were the main drivers of their project. These clients also note some knowledge gaps among consultants about how different organizational systems and departments interact. Regardless of engagement size, clients describe training and testing as heavy lifts for their teams.

resources with workday experience in short supply
performance scorecard workday

Infor Making Early Improvements to Implementation Process; Some Continued Inconsistency in Consultant Knowledge

Early data suggests that changes Infor made to their implementation process in response to past client dissatisfaction have yielded a significantly improved experience. Newer clients report a more prescriptive, structured approach to implementations. Only 14% of organizations that began their engagement before this change say they would use Infor again, citing a lack of experienced consultants, poor communication and listening, and inadequate training. In comparison, the three respondents who went through the new implementation process (first used in early 2020) would all use the vendor again, and their overall performance score is, on average, twice that of organizations who experienced the prior implementation approach. These newer clients feel Infor was a true partner and, with a few exceptions, delivered consultants with needed knowledge and expertise. This group of clients also credit Infor for helping drive outcomes such as ROI, higher efficiency, and better end-user satisfaction and adoption.

performance scorecard infor

Other ERP Software Vendors: Premier and Oracle

Clients of Premier continue to report consistently high satisfaction with the vendor’s implementation services—their overall score is 95.4 (n=4, limited data). Premier is not discussed in depth in this Executive Insights section for a few reasons: Premier is the only implementation partner available to organizations that purchase Premier’s ERP software; the solution lacks an HR module; and purchase energy for Premier is low. More details on Premier can be found in the Expanded Insights. Customer feedback on Oracle’s implementation of the Oracle ERP software is too limited to share.

ERP Business Transformation & Implementation Leadership Firms

scope and performance scorecard business transformation leadership

Accenture and Huron Strategically Guide Clients through Transformation, Consistently Drive Positive Outcomes

Accenture and Huron stand out for delivering talented consultants and strategic partnership, which drive strong implementations and outcomes across implemented ERP solutions. Accenture, whose clients include some of the largest health systems in the US, is often described as being invested in their clients (e.g., sharing financial risk) and as being critical to an implementation’s success. Outcomes include efficiency, organizational transformation, and cost savings. Respondents also mention that training from the firm supports end-user satisfaction and adoption. A couple of clients experienced bumps caused by individual consultants or unclear expectations; these issues were resolved once brought to Accenture’s attention. All interviewed Accenture clients would choose the firm again. Huron receives praise for their high level of partnership and leadership. Multiple respondents mention the firm’s deep bench and say consultants guide them in transforming organizational processes and becoming more efficient. A couple of clients feel Huron could have better understood their organization early in the process. Only one of the seven interviewed clients is dissatisfied overall (this is a Workday implementation; notably all other Workday clients are highly satisfied).

Avaap (limited data)—who historically focused on Infor but is now also a Workday partner—is newer to tackling more complex ERP implementations. (They are also measured for ERP implementation leadership and ERP staffing—see corresponding sections.) Client feedback is mixed. Satisfied clients report that resources possess strong software knowledge and flexibility. The two dissatisfied clients (both Infor projects) cite poor project management, consultants who lack experience, and issues with how the software was built out during the implementation.

Deloitte Missteps across ERP Solutions Lead to Dissatisfaction and Frustration; Occasional Workday Misses from KPMG Create Inconsistency

Cross-industry firm Deloitte receives mixed reviews from ERP implementation clients. A small number of respondents are satisfied with the firm’s knowledge, experience, and change management skills. The majority of interviewed clients are dissatisfied. Across ERP solutions, clients report issues such as lack of planning or guidance, trouble with the tactical implementation of strategy, lack of trust, nickel-and-diming, and inconsistency in resources’ skills. These problems resulted in unmet timelines and expectations. A couple of respondents note that rework after the project required hiring additional consultants. KPMG, a large global financial firm, is often seen by ERP implementation clients as able to provide best practices and strategic guidance and assist with organizational transformation. Just under half of interviewed clients, however, have experienced problems that reduced their satisfaction. Clients implementing Oracle are more likely to feel KPMG meets their expectations. Many of these satisfied respondents feel the firm is a partner who helps drive results with expertise and guidance on the Oracle software. Misses on KPMG’s Oracle projects are rooted in clients wanting more proactive communication about timelines and issues. On Workday implementations, KPMG more often missed expectations. In these cases, there were issues replacing a few resources who lacked needed knowledge. Often, the firm brought in executive resources to try to mitigate these problems, which helped in some cases.

PwC, also a large global financial firm, generally satisfies clients, though with a few misses. Most respondents (especially those implementing Oracle, along with a couple using Workday) see PwC as a partner who shares guiding principles, meets deadlines, and helpfully pushes organizations to follow best practices—leading to successful processes and outcomes in the long run. Clients who had a poor experience (mostly Workday projects) feel the firm was learning the software alongside them and also mention issues with unmet timelines and expectations early in the project. In these cases, PwC was often able to get the project back on track after complaints from the organization.

ERP Implementation Leadership Firms

scope and performance scorecard implementation leadership

Avaap, Bails & ROI Bring Best Practices, Exceeding Expectations 

Compared to the more transformation-focused engagements described above, ERP implementation leadership engagements are of low to moderate complexity. Most respondents in this category implemented Infor, with a handful implementing other ERP solutions.

Avaap, Bails, and ROI Healthcare Solutions, all validated mostly for Infor implementations, consistently perform well. High satisfaction among Avaap’s implementation leadership clients—six of the seven report exceeded expectations—is driven largely by consultants’ Infor expertise and best practices. As one client put it, Avaap brings in high-quality consultants who always meet deadlines. No respondents report nickel-and-diming, and most feel the price is fair for the services delivered. The one dissatisfied client in this study cited decreasing responsiveness from the firm as the project went on. (Avaap is also measured in this report for ERP business transformation and ERP staffing—see corresponding sections.) Bails is seen as a trusted partner by many interviewed clients. They exceeded expectations for nearly all respondents by providing consultants who worked to understand client organizations, solved software problems, helped with process/workflow change management, and had extensive strategic expertise related to payroll and financials. Areas for improvement reported by clients include more proactive guidance, more supply chain knowledge, and more help with organization-wide transformation.

ROI Healthcare Solutions, a healthcare services firm with a dedicated ERP practice and experience with Infor’s CloudSuite product, is seen by most interviewed clients as a partner who works to truly understand client organizations before creating a strategic implementation plan. Clients whose expectations were met but not exceeded still report satisfaction with their engagement. Respondents say that on the rare occasion consultants don’t work out, ROI Healthcare Solutions is quick to replace them. (ROI Healthcare Solutions is also measured for ERP staffing—see below.)

Chartis Group and Impact Advisors—New to ERP Implementation—Show Early Success

Chartis Group and Impact Advisors, though experienced in many other consulting areas, are newer to implementing ERP software systems. An early look at these firms shows positive client experiences across multiple ERP solutions. Interviewed Chartis Group clients (limited data) praise the firm for having strong subject-matter experts who offer best practices, deliver on time, and are well versed in change management. As a result, one organization mentioned they felt comfortable letting Chartis Group take the lead, and others report achieving organizational efficiencies and cost savings. One client would have liked stronger recommendations from Chartis Group and feel the firm can be expensive. Clients of Impact Advisors (limited data) say the firm is a true partner and challenges them in positive ways. The firm is seen by respondents as strategic, skilled at project management, fair in pricing, and good at coming in on budget.

ERP Staffing Firms

Most ERP Staffing Firms Have Needed Experience, Leading to High Value

scope and performance scorecard staffing

Fully rated vendors

Healthcare IT Leaders

Focused primarily on staffing for ERP, CRM, EHR, and RCM engagements. Clients report firm can bring in the right support resources quickly, is easy to work with, and provides good communication throughout projects. High value driven by high-quality consultants and fair pricing.

Oxford Global Resources

Strong experience in healthcare ERP implementation. Clients say firm is highly professional and proactive about making sure client needs are met. Provides well-vetted candidates for support in timely fashion. Resources that don’t meet client needs (a rare occasion) are easily replaced. Many respondents describe the firm as a partner. No reports of nickel-and-diming.

Limited data vendors


Feedback focused on Infor projects. Most clients report Avaap brings in the right resources with technical expertise and knowledge of best practices. One respondent experienced some nickel-and-diming and feels the firm is expensive. Also measured in this report for ERP business transformation and ERP implementation leadership (see earlier sections).

ROI Healthcare Solutions

Clients receive the right resources, who bring guidance and knowledge to projects; one respondent noted it is easy to add resources as needed. Another reported the firm rescued a project that previously was not going well. Two clients see the firm as expensive, and one feels nickel-and-dimed. Also measured for ERP implementation leadership services (see earlier section).


Limited data indicates below-average performance compared to other firms. Project management support is a strength. Mixed feedback on quality and fit of Atos consultants. Two respondents are very satisfied with their resources; the other two feel resources lack required knowledge of software being implemented. More satisfied clients say Atos is willing to quickly change out resources that aren’t a good fit; less satisfied clients do not report this.

About This Report

Each year, KLAS interviews thousands of healthcare professionals about the IT products and services their organizations use. These interviews are conducted using a standard quantitative evaluation, and the scores and commentary collected are shared in reports like this one and online in real time so that other providers and IT professionals can benefit from their peers’ experiences. To enable readers to more quickly understand high-level differences in vendor performance and give better context as to how each product compares to other offerings in the market, KLAS has organized the questions from the standard evaluation into five customer experience pillars—loyalty, operations, services, relationship, and value.

customer experience pillars services

To supplement the data gathered with this standard evaluation, KLAS also creates various supplemental evaluations that target a subset of KLAS’ overall sampling and delve deeper into the most pressing questions facing healthcare technology today.

The data in this report comes from standard evaluations only and was collected over the last 12 months; the number of unique responding organizations is given in the chart below.

report information

What Does “Limited Data” Mean?

Some services are used in only a small number of facilities, some firms are resistant to providing client lists, and some respondents choose not to answer particular questions. Thus a firm’s sample size may vary from question to question and may not reach KLAS’ required threshold of 6 unique respondents. When a firm’s sample size for a particular question is less than 6, the score for that question is marked with an asterisk (*) or otherwise designated as “limited data.” If the sample size is less than 3, no score is shown. Note that when a firm has a low number of reporting sites, the possibility exists for KLAS scores to change significantly as new surveys are collected.

Overall scores are measured on a 100-point scale and represent the weighted average of several yes/no questions as well as other questions scored on a 9-point scale.

author - Amanda Wind Smith
Amanda Wind Smith
author - Natalie Jamison
Project Manager
Natalie Jamison
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This material is copyrighted. Any organization gaining unauthorized access to this report will be liable to compensate KLAS for the full retail price. Please see the KLAS DATA USE POLICY for information regarding use of this report. © 2024 KLAS Research, LLC. All Rights Reserved. NOTE: Performance scores may change significantly when including newly interviewed provider organizations, especially when added to a smaller sample size like in emerging markets with a small number of live clients. The findings presented are not meant to be conclusive data for an entire client base.