Shiv Kaushik is Chairman & CEO of ICCG, a global business provider of Infor CloudSuite ERP M3 & Acumatica Cloud ERP.
In my experience, enterprise resource planning (ERP) systems are among the most substantial investments a company can make. They’re also among the most misunderstood. CFOs and CIOs routinely approve multimillion-dollar ERP implementations with the expectation of transformative outcomes, greater efficiency, sharper forecasting and streamlined operations. But if you ask, “What’s the ROI?” six to nine months after going live, the answers are often unclear or fragmented.
I believe the issue isn’t just the calculation; we’re asking the wrong question far too late in the process.
The Quiet Gap Between Spend And Strategy
ERP systems promise a great deal, but without a strategic ROI framework in place, their value can be difficult to quantify. And in the absence of clear metrics, I’ve found that many leaders fall back on anecdotal wins or basic cost savings as justification.
But ERP shouldn’t just capture data; it should drive purposeful business outcomes. If we fail to attain a direct correlation between investment and performance, we have not captured the value of the implementation.
From Technology Investment To Enterprise Asset
Calculating ERP ROI should not be a one-time task post-deployment but rather an ongoing strategic initiative encompassing financial, operational and organizational results. The value of your ERP will span the lifetime of the system, so it’s important to examine every facet of your ERP ROI, including:
• Cost savings through automation, reduced redundancies and improved inventory control
• Productivity gains from streamlined workflows and reduced manual input
• Long-term benefits, including scalability, compliance, agility and improved decision making.
Building A Value Narrative That Holds Up Over Time
So, how do you move from conceptual value to a clear, defensible ROI? Here’s a strategic framework I use that can turn complexity into clarity:
1. Start where it hurts. Before technical requirements or vendor demos, make sure your team is aligned on the business problems the ERP is meant to solve.
2. Cost is more than a line item. Consider all costs: software, implementation, process redesign, internal effort and lost productivity during transition. Don’t forget ongoing support, training and upgrades.
3. Let the metrics tell the story. Look at cycle times, order accuracy, financial close duration, customer complaints and forecast variances. These aren’t just KPIs—they’re proof points of business value creation.
4. Productivity is the overlooked multiplier. ERP systems should free teams from repetitive tasks and empower higher-value work. Track metrics like hours saved, transactions processed per FTE or reduction in manual workflows. Productivity isn’t a side benefit—it’s a multiplier.
5. Don’t dismiss the intangibles. Faster decision making. Organizational agility. Improved governance. These are often the most powerful ROI drivers. Model them using scenarios or proxy values. In my experience, perspective matters more than precision.
6. Customize the insights. I find it’s best to focus on segmenting ROI via business unit, time horizon or strategic outcome.
7. Make it a moving target. ROI is not static. Revisit it quarterly, annually and/or post-upgrade. Use it to guide future investments and measure long-term outcomes. Let the ROI conversation evolve with your business.
Owning The Narrative Beyond The Numbers
ERP’s true value isn’t just in how much money it saves; it’s in how well it enables your business to adapt, grow and compete. The ability to articulate that value in clear, confident business terms begins not with asking, “What did we spend?” but with asking, “What have we gained, and where can we go next?”
Too often, the ERP story ends at go-live. But in truth, that’s where the real story begins.
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