SAP B1 Partner Selection Questions That Matter

You can usually tell within the first two meetings whether an SAP Business One project is being set up for a clean launch or for months of avoidable rework. It is not about who has the slickest demo. It is about whether the partner is asking the hard questions back, setting boundaries, and showing you how they will run the project when real-world constraints show up.

If you are evaluating SAP Business One, the software matters - but the partner you choose will largely determine timeline, adoption, and how much value you get after go-live. The right way to choose is to treat partner evaluation like due diligence. The goal is not to “pick the nicest team.” The goal is to reduce risk.

Below are sap business one partner selection questions that surface capability quickly, without turning the process into a bureaucratic checklist.

Start with outcomes, not features

Before you get into add-ons or dashboards, ask questions that force clarity on what success looks like and how it will be measured.

Ask: How do you define success for an SAP Business One implementation in a company like ours?

A credible answer will include measurable outcomes: close cycle time, inventory accuracy, on-time delivery, lot traceability, compliance reporting, or improved order-to-cash. If you hear mostly feature talk, that is a signal that discovery may be shallow.

Ask: What trade-offs should we expect given our timeline, budget, and internal bandwidth?

Every ERP project has constraints. A strong partner will explain where you can simplify scope to hit a date, and where simplifying is dangerous (for example, skipping inventory design or compliance controls in regulated environments). Be cautious of anyone who promises everything with no trade-offs.

Verify industry fit with proof, not claims

Most partners will say they have experience in manufacturing, distribution, food and beverage, or pharmaceuticals. Your job is to find out whether they understand your specific operating realities.

Questions to test real industry depth

Ask: What are the most common process failures you see in our industry when companies implement ERP?

You want answers that sound like lessons learned: units of measure problems, weak warehouse bin discipline, inconsistent lot attribute capture, uncontrolled pricing and rebates, or poorly designed approvals. Generic answers like “change management” without specifics are not enough.

Ask: Show us an example of how you designed inventory and traceability for a company with our requirements.

The point is not to copy another company’s setup. The point is to see whether they can talk through lot or serial flows, recalls, expiration logic, quality steps, and how those choices affect receiving, production, picking, and returns.

Ask: Which add-ons do you recommend in our industry, and which do you avoid?

It depends is acceptable here, as long as they explain why. A thoughtful partner will talk about fit, total cost of ownership, vendor stability, and upgrade impact - not just “this is what we always sell.”

Get specific about implementation methodology

A proven methodology is the difference between a managed project and an expensive improvisation. You are looking for structure that still adapts to how your business runs.

Questions that reveal how projects really run

Ask: Walk us through your implementation phases and deliverables. What do we sign off on, and when?

Listen for concrete deliverables: process maps, requirements validation, solution design, configuration documentation, test scripts, training plans, cutover checklists, and a hypercare plan. If the partner can’t name deliverables, you may be funding their learning curve.

Ask: How do you handle scope control when new requirements appear midstream?

A strong answer includes a change control process that is firm but practical: documenting impact on timeline and cost, offering options, and protecting core outcomes. If they say they “just handle it,” expect surprises.

Ask: Who is responsible for data migration, and how do you validate it?

Data is where many SAP Business One projects wobble. You want to hear how they will extract, cleanse, map, import, reconcile, and repeat. If they only mention a one-time import at the end, that is a red flag. Good teams run multiple mock migrations and reconciliation cycles.

Ask: What does testing look like in your projects?

Look for scenario-based testing tied to your real transactions: purchase-to-pay, order-to-cash, production reporting, returns, cycle counts, landed costs, and financial close. “We’ll test the system” is not a plan.

Clarify team structure and accountability

Many implementation issues come down to staffing. You are not buying a logo. You are buying the specific people who will design, configure, train, and support your ERP.

Ask: Who will be our project manager, solution architect, and lead consultant, and what is their SAP Business One experience?

Request bios and ask whether these are the actual resources assigned, not “available if needed.” Also ask what happens if a key person becomes unavailable.

Ask: What do you expect from our internal team week to week?

A trustworthy partner will tell you up front that SMEs need to allocate time for workshops, validation, testing, and training. If the partner implies they can do everything without your involvement, adoption will suffer.

Ask: How do you manage executive visibility and escalation?

You want predictable governance: weekly project meetings, a steering cadence, issue logs, risk logs, and clear escalation paths. The best partners make it easy for leadership to stay informed without micromanaging.

Evaluate training and adoption like a deliverable

SAP Business One is not hard because the screens are complicated. It is hard when processes are unclear and training is rushed.

Ask: How do you train different roles - warehouse, customer service, production, finance?

Role-based training is critical. A partner should describe how they tailor training to transactions people perform daily, and how they handle cross-functional flows so teams understand upstream and downstream impacts.

Ask: What training materials do we keep after go-live?

Good partners leave you with more than recordings. You want job aids, process documentation, and quick-reference guides tied to your configuration.

Ask: How do you support super users?

Super users become your internal force multipliers. Ask how the partner develops them, not just trains end users.

Demand clarity on support after go-live

Go-live is a milestone, not the finish line. You will have questions, optimization ideas, new hires, and system updates.

Questions that separate implementers from long-term partners

Ask: What does hypercare include, and how long does it last?

Hypercare should be a defined period with elevated responsiveness, daily or frequent check-ins, and a method to triage issues. If it is vague, you may be on your own when the first month gets busy.

Ask: How do you handle support tickets, response times, and after-hours coverage?

You do not need perfection, but you do need a clear process. Ask what is included, what is billable, and what “urgent” means.

Ask: How do you help clients improve after the initial implementation?

Listen for a roadmap mindset: quarterly reviews, KPI monitoring, process refinement, and planning for upgrades or new functionality. A partner that only wants to “close the project” will not help you get long-term ROI.

Validate technical approach without getting lost in jargon

Even if you are not technical, you can ask questions that reveal whether the partner designs for stability and scale.

Ask: How do you approach integrations, and what is your preferred architecture?

Whether you are integrating with eCommerce, EDI, shipping, CRM, or a 3PL, the partner should explain options and trade-offs: complexity, monitoring, error handling, and how changes will be managed.

Ask: How do you manage environments and transport changes - dev, test, production?

You want disciplined release management so fixes do not break other processes.

Ask: How do you handle security and segregation of duties?

This matters for finance, purchasing, and regulated operations. A credible partner will talk about role design, approvals, audit trails, and periodic access reviews.

Pressure-test pricing and commercial terms

ERP projects can go off track financially when estimates are unclear or assumptions are hidden.

Ask: What is included in your implementation estimate, and what is explicitly out of scope?

A professional estimate includes assumptions. Challenge them. If an estimate assumes your data is clean, ask what happens if it is not. If it assumes minimal customization, ask how they define customization.

Ask: How do you bill - fixed fee, time and materials, or a hybrid?

It depends on project complexity and uncertainty. Fixed fee can reduce billing surprises but often includes tighter scope control. Time and materials can be flexible but demands strong governance. A good partner will explain which model fits your situation and why.

Ask: What ongoing costs should we plan for beyond licenses?

This includes support, add-on maintenance, hosting if applicable, and internal admin time. You want a realistic total cost picture.

Ask for references you can actually learn from

References are only useful if they mirror your complexity and if you ask the right questions.

Ask: Can you provide references in our industry with similar process complexity, not just similar revenue size?

Then, when you speak to references, ask what they would do differently, how the partner handled issues, and what support looked like after go-live.

If you want a benchmark for what “experienced and methodical” looks like in practice, Consensus International has delivered hundreds of SAP Business One implementations across the US and Latin America, with deep specialization in manufacturing, pharmaceuticals, food and beverage, and wholesale distribution.

The questions your partner should ask you

One final filter: a strong SAP Business One partner will interview you as much as you interview them. They should ask about master data ownership, inventory discipline, compliance requirements, closing timelines, pricing complexity, and the reality of your internal capacity.

If the partner is not curious about the messy parts of your operation, they will discover them later - when changes are expensive.

Choose the partner that is willing to be precise early, even if it makes the sales process slower. That precision is what protects your go-live, and it is what makes SAP Business One feel like an operational advantage instead of a permanent project.