How to Choose an SAP Partner: Nine Questions That Reveal Delivery Quality

Why the usual evaluation fails

Procurement scorecards compare day rates, certifications and logos. None of those predict whether the consultant who shows up in week three can solve your problem. The difference between partners is who they can actually put on the account and how long that person stays.

Nine questions worth asking

• Who exactly will work on this — names, CVs, availability, not profiles from a database
• Have these people worked together before, or is this the first time?
• What is your consultant continuity over the last twelve months?
• How do you handle a wrong fit in week two — replacement cost and notice?
• Which parts do you deliver yourself and which are subcontracted?
• What happens to knowledge when the engagement ends?
• How do you price change requests inside an AMS contract?
• Can we speak to a reference with a comparable landscape and size?
• Who is the escalation contact, and what is their response commitment?

Reading the answers

Vague answers about "our pool of over X consultants" mean staffing is a lottery. Specific answers with names, dates and previous joint projects mean the partner is committing to a team, not a bench.

Contract mechanics that protect you

• Named consultants written into the statement of work
• A replacement clause with a defined ramp-up cost
• Documented knowledge transfer as a deliverable, not a promise
• An exit plan agreed before go-live, not after the first dispute

Frequently asked questions

What is the single most revealing question?

Consultant continuity over the past twelve months. High rotation predicts lost knowledge and repeated onboarding at your cost.

Should named consultants be in the contract?

Yes. Naming people in the statement of work, with a defined replacement process, is the most effective protection against bench staffing.