7 key strategies for successful ERP implementation in businesses in 2026

With increasing pressure to optimize costs and improve operational efficiency, ERP is becoming a crucial platform in the digital transformation strategies of many businesses. However, in reality, many ERP projects face difficulties due to a lack of preparation in terms of data, processes, and implementation resources. To help businesses mitigate risks and shorten implementation time, this article summarizes practical ERP implementation experiences drawn from many successful projects of 1C Vietnam.

The current state of ERP implementation in businesses: Why do many projects fail to meet expectations?

According to Gartner , approximately 55%–75% of ERP projects fail to achieve their initial goals. The reasons are often not technological but stem from issues related to people, processes, and project management.

The discrepancy between expectations and reality.

Many leaders expect the system to immediately improve performance, automate entire processes, and deliver accurate management reports without changing current operations.

However, ERP is merely a management support tool. The system's effectiveness depends heavily on data quality, process standardization, and user commitment. If expectations exceed the project's realistic capabilities, businesses are likely to experience disappointment when results don't come as quickly as desired.

The human issue

In many ERP projects, the human element often poses a greater challenge than the technology. Employees tend to maintain familiar work habits, such as using Excel or manual processes, leading to reluctance or resistance to switch to a new system.

Furthermore, if the Digital Transformation Committee or the project leadership team lacks the determination to pursue the goals to the end, training, internal communication, and change management activities will be difficult to implement effectively.

Process issues

Many businesses implement ERP systems with the goal of maintaining their existing operations. Instead of reviewing and optimizing processes, they try to customize the software to fit processes that have existed for years, even if those processes are no longer relevant.

This approach not only increases deployment costs but also makes the system complex, difficult to upgrade, and difficult to scale in the future.

To clearly see the difference between a successful ERP project and one that faces many risks, businesses can refer to the comparison table below:

As you can see, the success of an ERP project doesn't depend entirely on the software itself, but rather on how the business prepares for and manages the implementation process. Seemingly small differences in the early stages can determine the effectiveness of the entire project for many years to come.

A compilation of 7 practical ERP implementation experiences for businesses in 2026.

Although each business has its own unique characteristics, successful ERP projects often share some important principles. Below are 7 essential ERP implementation tips for businesses.

Establish strategic goals and specific measurable KPIs.

Before choosing a solution or beginning implementation, businesses need to answer the question: What problem will the ERP system solve?

Each business will have different priorities. Some businesses want to optimize production costs, reduce inventory, or improve the efficiency of raw material use. Meanwhile, others focus on standardizing financial processes, managing multiple branches, or enhancing data control capabilities across the entire system.

Without clearly defined objectives, ERP projects can easily fall into the trap of haphazard implementation, making it difficult to assess investment efficiency and lacking a basis for measuring success after operation.

In addition to defining strategic goals, businesses should translate these goals into specific and measurable KPIs. Instead of setting vague expectations like "improving management efficiency" or "optimizing operations," businesses should define clear and specific goals, for example:

• Reduce inventory by 20% within 12 months.
• Reduce the time spent preparing management reports by 30%.
• Reduce production costs by 15% per unit of product.
• Increase inventory data accuracy to 98%.
• Reduce the deadline for finalizing monthly financial figures from 10 days to 3 days.

These KPIs not only help management evaluate the effectiveness of the ERP project but also provide a basis for departments to agree on goals and prioritize resources during implementation.

Comprehensive budget planning for ERP implementation.

Many businesses focus only on the initial software purchase or implementation costs without considering the investments that arise throughout the project's lifecycle. In reality, the total cost of ownership (TCO) of an ERP system typically includes many different components such as:

• Software licensing and implementation costs.
• Technology infrastructure costs (servers, storage, or cloud services).
• Costs of data conversion and standardization.
• The costs of user training and change management vary.
• Maintenance, upgrade, and technical support costs after Go-live.
• The cost of integrating with existing systems.
• The opportunity cost arises when key personnel have to dedicate time to the project instead of focusing on day-to-day business activities.

A common mistake is that businesses build budgets based on ideal scenarios without considering the requirements that arise during implementation. Meanwhile, as they delve into real-world operations, businesses may need to add management reporting, integrate additional systems, or make customizations to suit their specific operational needs.

Therefore, businesses should proactively set aside a certain budget, approximately 10%–20% of the total project cost, to handle unforeseen needs without affecting the implementation schedule.

Clearly define the actual needs and expectations when implementing the solution.

Before starting a project, businesses need to clearly define what are the essential requirements (must-haves) and what are the nice-to-have features. This is one of the key ERP implementation strategies that helps businesses effectively control the project scope, budget, and timeline.

In reality, many ERP projects incur additional costs or delays due to businesses continuously adding new requirements during implementation. Some requirements deliver real value to business operations, but others stem simply from outdated work habits or the needs of a specific user group.

Therefore, businesses should prioritize functions that directly impact their established business goals, such as:

• Production management and cost control.
• Inventory and supply chain management.
• Centralized financial and accounting management.
• Control orders and cash flow.
• Standardize data and operational processes.

Furthermore, businesses need to set realistic expectations for ERP. Many organizations expect the system to immediately solve all their management, data, and operational performance problems. However, ERP is merely a tool to help businesses standardize processes, increase control, and provide more accurate data for decision-making.

In addition to defining strategic goals, businesses should translate these goals into specific and measurable KPIs. Instead of setting vague expectations like "improving management efficiency" or "optimizing operations," businesses should define clear and specific goals, for example:

• Reduce inventory by 20% within 12 months.
• Reduce the time spent preparing management reports by 30%.
• Reduce production costs by 15% per unit of product.
• Increase inventory data accuracy to 98%.
• Reduce the deadline for finalizing monthly financial figures from 10 days to 3 days.

These KPIs not only help management evaluate the effectiveness of the ERP project but also provide a basis for departments to agree on goals and prioritize resources during implementation.

Comprehensive budget planning for ERP implementation.

Many businesses focus only on the initial software purchase or implementation costs without considering the investments that arise throughout the project's lifecycle. In reality, the total cost of ownership (TCO) of an ERP system typically includes many different components such as:

• Software licensing and implementation costs.
• Technology infrastructure costs (servers, storage, or cloud services).
• Costs of data conversion and standardization.
• The costs of user training and change management vary.
• Maintenance, upgrade, and technical support costs after Go-live.
• The cost of integrating with existing systems.
• The opportunity cost arises when key personnel have to dedicate time to the project instead of focusing on day-to-day business activities.

A common mistake is that businesses build budgets based on ideal scenarios without considering the requirements that arise during implementation. Meanwhile, as they delve into real-world operations, businesses may need to add management reporting, integrate additional systems, or make customizations to suit their specific operational needs.

Therefore, businesses should proactively set aside a certain budget, approximately 10%–20% of the total project cost, to handle unforeseen needs without affecting the implementation schedule.

Clearly define the actual needs and expectations when implementing the solution.

Before starting a project, businesses need to clearly define what are the essential requirements (must-haves) and what are the nice-to-have features. This is one of the key ERP implementation strategies that helps businesses effectively control the project scope, budget, and timeline.

In reality, many ERP projects incur additional costs or delays due to businesses continuously adding new requirements during implementation. Some requirements deliver real value to business operations, but others stem simply from outdated work habits or the needs of a specific user group.

Therefore, businesses should prioritize functions that directly impact their established business goals, such as:

• Production management and cost control.
• Inventory and supply chain management.
• Centralized financial and accounting management.
• Control orders and cash flow.
• Standardize data and operational processes.

Furthermore, businesses need to set realistic expectations for ERP. Many organizations expect the system to immediately solve all their management, data, and operational performance problems. However, ERP is merely a tool to help businesses standardize processes, increase control, and provide more accurate data for decision-making.

Depending on the ERP solution, the implementation process can vary. For example, at 1C Vietnam, projects are typically implemented following a roadmap that includes the following steps:Survey - Solution Design - Installation and Configuration - Testing - Training - Operation, helping businesses control risks and ensure the system meets real-world needs before going live.

To receive detailed advice on ERP implementation roadmap from 1C Vietnam experts, businesses can leave their information here.

Select the appropriate personnel/department to participate in the project.

One of the key lessons in ERP implementation is building a competent and competent project team with the involvement of key departments from the outset. Many businesses assign ERP projects to a team of part-time staff or select individuals with little involvement in actual operations. This results in business requirements not being fully reflected and slows down the decision-making process throughout the project.

To improve the success rate, businesses should establish an ERP project team with core personnel from key departments such as finance and accounting, production, logistics, purchasing, sales, and information technology. These individuals should have a thorough understanding of current business processes, be aware of areas for improvement, and be able to collaborate with the implementation team to develop a suitable solution.

Furthermore, the role of leadership is crucial to the project's success. ERP systems often entail significant changes to processes, responsibilities, and working methods across departments. Without guidance and commitment from management, businesses are highly susceptible to delays, lack of cooperation, or resistance to change from end users.

The presence of the CEO, the Digital Transformation Team, or other senior leaders not only accelerates the decision-making process but also motivates the entire organization to seriously participate in the project. In large-scale ERP projects, the CEO often plays a leading role, directly guiding and resolving strategic issues between departments. This is also a crucial factor in breaking down resistance to change and increasing employee acceptance of the new system.

Choose a reputable partner to collaborate with on implementation.

Many businesses tend to focus on software features or investment costs, forgetting the role of the implementation partner. Meanwhile, ERP partners not only provide technology but also participate in the survey process, provide process consulting, standardize data, train users, and support post-Go-live operations.

When selecting implementation partners, businesses should prioritize those that meet the following criteria:

• Have practical implementation experience in a similar industry or business model.
• Understanding the management, accounting, and operational regulations requirements in Vietnam.
• We have a team of local consultants and technical support staff.
• There is a clear implementation process and a systematic project management methodology.
• Ensure long-term support capabilities after the system goes live.

Besides implementation capabilities, businesses also need to consider the flexibility of the technology platform provided by their partner. In a constantly changing business environment, ERP systems need to be scalable and customizable to meet new requirements without affecting the core system.

Instead of opting for overly rigid solutions, businesses should prioritize platforms that allow customization to their specific operational needs. This helps the system adapt to the company's unique "DNA" while still ensuring modern governance principles and long-term growth potential.

1C:ERP - A solution that guarantees 1C Vietnam's successful ERP implementation experience.

To realize the ERP implementation experiences mentioned above, businesses need not only a proper roadmap but also a robust technology platform and a capable partner. 1C:ERP (1C Vietnam) is the clearest example of a strategic partner that fully meets all business expectations.

• Deep understanding of local specifics:1C Vietnam possesses a team of experienced local consultants with a deep understanding of the stringent requirements for governance, accounting systems, and legal operating regulations in Vietnam.
• Flexible & Comprehensive Technology Platform:Built on a modern low-code platform, the solution allows for rapid customization to suit similar business models or the specific characteristics of each industry. The cutting-edge product ecosystem comprehensively addresses all challenges, from optimizing production management, supply chain, warehousing, to finance and accounting…
• Standardized Process & Expert Team:Beyond just providing software, 1C Vietnam boasts a team of highly experienced personnel committed to providing one-on-one support to businesses throughout the entire process of system surveying, implementation, and maintenance.
• A Methodological Approach Balancing Standardization and Flexibility:When implementing solutions for businesses, 1C Vietnam always combines standard processes, proven best practices in management, and the ability to adapt to actual needs. During this process, the consulting team conducts surveys and FIT-GAP analysis to assess the suitability between the business's needs and the solution's standard processes, thereby reducing long-term risks and technical debt.

Businesses implementing 1C Vietnam's solutions have seen significant leaps in performance: productivity increased by 33-36%, operating costs decreased by up to 17%, and total cost of ownership (TCO) was optimized by up to 30%. Simultaneously, the system helps management make decisions three times faster thanks to accurate and comprehensive real-time management reports.

For more detailed advice on 1C Vietnam's solutions, businesses can leave their information here ,and our team will contact you as soon as possible.

Conclude

Above are 7 core ERP implementation experiences distilled from real-world implementation. Hopefully, businesses have gained deeper insights to proactively take control of their digitalization journey and minimize risks in 2026. Thorough preparation in terms of processes, technology, and people will be a solid foundation for project success.