Total cost of ownership
Licenses, implementation, integration, infrastructure, change, and the run cost most quotes leave out — modeled across the full horizon, not just year one.
ERP Services · Business Case
Before you spend eight figures, prove it pays.
Most ERP programs are pitched on a vendor quote and a promise. We build the case the board actually approves — total cost of ownership, a defensible benefits model, options compared on one basis, and NPV, IRR, and payback stress-tested against the downside.
NPV · IRR to finance standardRisk-adjustedWBE certified
Business Case · BC-0319S/4HANA — Finance & Supply Chain
Board-readyNet present value · 5 yr$14.2M
IRR34%
Payback2.6 yr
5-yr ROI218%
TCO$11.4M
DownsideBaseUpside
A board doesn't fund a vendor quote. It funds a case that survives scrutiny.
The premise
A vendor quote tells you the price. A business case tells you whether to pay it.
The programs that get funded — and survive the first hard quarter — are the ones where the numbers were honest before a contract was signed.
Priced to win the deal
- Implementation cost, lightly estimated
- Benefits asserted, not modeled
- One rosy scenario, no downside
Built to survive the board
- Full TCO across the whole horizon
- Benefits modeled with traceable assumptions
- Downside, base, and upside — case holds
What goes into the case
Six parts. One number you can defend.
Every business case we build is assembled the same way — so the recommendation rests on evidence your finance function can pick up and stand behind.
Benefits model
Hard benefits quantified — process efficiency, inventory, working capital, headcount — and soft benefits made explicit, with the assumptions behind every line.
Options analysis
Do-nothing, upgrade, re-platform, and best-of-breed compared on the same basis, so the recommendation is a choice the board can see, not an assertion.
Financial metrics
NPV, IRR, payback, and ROI calculated to a standard your finance function will recognize and defend in front of the audit committee.
Sensitivity & scenarios
Downside, base, and upside cases that show how the numbers move when adoption slips or costs run — and where the case still holds.
Risk-adjusted view
The case is discounted for delivery risk, not presented at its rosiest. The board sees the realistic number, not the brochure one.
What you walk away with
Three artifacts. All yours to keep.
The deliverables are built to outlive the decision — the model finance owns, the deck the board approves, and the baseline you measure against once delivery starts.
Board-ready decision deck
The recommendation, the numbers, and the options — in the language and length an investment committee actually approves.
The financial model
A transparent, editable model you keep — every assumption traceable, so finance can stress it and own it after we leave.
A benefits baseline
The benefits you committed to, structured so they can be tracked from day one — the case becomes the measure, not a forgotten document.
Run on the AMIGO platform
The case shouldn't die at approval.
On most programs the business case is a slide deck that's never opened again — so nobody ever checks whether the benefits showed up. We load the case onto the AMIGO platform as a live benefits baseline, so the number you sold the board becomes the number you track.
A baseline you measure for the next five years
Tracking realization is its own discipline — see Value Management.
The case, built to survive scrutiny
4
Options compared, one basis
NPV·IRR
Modeled to finance standard
30+
Years on ERP programs
WBE
Certified · woman-owned
Build your business case
Bring the decision. We'll bring the numbers that hold up.
Whether you're seeking funding, choosing between options, or defending a number to the audit committee, we'll build the case — and hand you the model to own it afterward.