Define the business requirements
Map critical workflows, exception paths, data ownership, reporting needs, and controls. Distinguish essential requirements from preferences.
The short answer
Pursuing Excellence leads the business side of software selection and implementation, especially ERP and WMS programs. The work connects operating requirements, vendor evaluation, process design, data readiness, testing, cutover, and adoption to the performance the business needs.
When this
becomes a priority.
A compelling demonstration does not establish whether a system fits your order flow, inventory ownership, controls, reporting, or growth plans. PX turns those realities into testable requirements and stays involved as the future operating model becomes daily work.
- The shortlist is driven by demos rather than critical workflows.
- The business and implementation partner have different definitions of success.
- Data quality, interfaces, or process ownership are unresolved.
- A go-live date exists, but operational readiness is unclear.
From the facts to the work
What the engagement
can cover.
The scope follows the business need. These workstreams define the decisions, controls, and delivery responsibilities that matter.
Evaluate the operating fit
Use representative scenarios, vendor scorecards, reference questions, and total-cost assumptions to make the selection decision defensible.
Prepare people, process, and data
Clarify future workflows and accountability. Coordinate data readiness, integration dependencies, user acceptance testing, training, and change communication.
Govern cutover and adoption
Set measurable go/no-go criteria, contingency plans, hypercare ownership, and post-launch operating measures. Specialist configuration and development are scoped with IT and delivery partners.
A concrete result
What your team
leaves with.
Practical decisions and usable operating tools, with owners, measures, and a path into execution.
- Business requirements and workflow map
- Vendor evaluation and decision scorecard
- Implementation governance and risk register
- Data and user acceptance testing plan
- Cutover and contingency criteria
- Training, adoption, and stabilization plan
The experience behind the work
Grounded in
operating reality.
Warren served as executive sponsor of a WMS implementation at a publicly traded home furnishings retailer with $1.4B in revenue. Earlier operating roles included nine ERP conversions and multiple WMS implementations through acquisition-led growth.
Explore Warren’s experienceResults reflect Warren's prior executive roles and the teams involved.
Questions leaders ask
Before you
make the call.
Should software selection start with vendor demonstrations?
Begin with the business processes, constraints, and outcomes the system must support. Demonstrations become more useful when vendors must prove how the system handles your actual scenarios, including exceptions and controls.
Does PX replace the software implementation partner?
The delivery model is scoped to the need. PX leads business requirements, operating design, decision-making, readiness, and adoption, while coordinating technical configuration, integrations, and development with the accountable specialists.
Can PX join an implementation already underway?
Yes. A focused review can identify gaps in scope, ownership, data readiness, testing, or cutover preparation. If the system is already live and performance is suffering, the ERP and WMS recovery service provides a more targeted starting point.
Start with a conversation
Discuss your software decision.
Start with a focused 30-minute conversation about your situation, the value at stake, and the right next step.