When rolling out a new ERP system—or improving the adoption of an existing one—distributors often rely on “ERP champions” to drive engagement across departments. These champions are internal power users who support their peers, troubleshoot issues, and promote best practices.
Done right, they become the bridge between your workforce and your technology. Done wrong, and they become bottlenecks, burnout risks, or ineffective messengers.
Here are the most common mistakes distributors make when building ERP champions—and how to avoid them.
- Choosing Champions Based on Job Title, Not Aptitude
The mistake:
Distributors often default to assigning ERP champion roles to supervisors or department heads, assuming authority equals influence.
Why it fails:
Leadership doesn’t always translate to technical skill or peer-level trust. Some managers may not have the time—or the interest—to serve as hands-on advocates.
The fix:
Choose champions based on enthusiasm, curiosity, communication skills, and respect among peers. Sometimes the best ERP advocate is a forklift driver who loves problem-solving or a sales coordinator who’s eager to learn and help.
- Failing to Clearly Define the Role
The mistake:
Assigning the title of “ERP champion” without a clear scope of responsibilities, time expectations, or authority.
Why it fails:
If champions don’t know what’s expected, they’ll either do too little—or take on too much and burn out.
The fix:
Define what the ERP champion does: Are they a trainer? A first point of contact for troubleshooting? A feedback loop to IT or leadership? Clarify the time commitment, and make sure it’s protected from their daily workload.
- Skipping Formal Training for Champions
The mistake:
Expecting champions to learn the system on the fly or by trial and error.
Why it fails:
Without structured, in-depth training, champions can become sources of confusion rather than clarity—and they’ll struggle to support others confidently.
The fix:
Invest in specialized training for champions. Give them early access to ERP features, sandbox environments to test workflows, and advanced training modules. The more equipped they are, the more reliable they’ll be to the team.
- Not Empowering Them to Give Feedback or Make Change
The mistake:
Treating ERP champions as messengers, but not giving them a voice in refining the system.
Why it fails:
If champions can’t escalate user feedback or help influence system tweaks, they’ll lose credibility with their peers—and motivation to stay involved.
The fix:
Position champions as trusted advisors. Include them in user feedback loops, process reviews, and post-implementation check-ins. Give them a seat at the table when the ERP strategy is being shaped.
- Ignoring Soft Skills and Peer Influence
The mistake:
Focusing only on technical capability without considering whether the champion can lead change.
Why it fails:
Even the most knowledgeable person won’t succeed as a champion if they can’t communicate well, relate to others, or explain processes in simple terms.
The fix:
Choose individuals with strong interpersonal skills—people who others naturally go to for help, and who are patient, positive, and clear communicators.
- Failing to Support or Recognize Champions Over Time
The mistake:
Champions are useful during rollout, but then forgotten as daily operations take over.
Why it fails:
Without continued support or recognition, champions lose motivation and focus. They may quietly stop fulfilling the role altogether.
The fix:
Sustain the role post-implementation. Provide quarterly refreshers, invite them to ongoing ERP discussions, and formally recognize their contributions. Consider incentive programs tied to adoption metrics or training goals.
Final Thought
ERP champions can make or break your system’s success—especially in fast-paced distribution environments where change is constant and downtime is costly. Avoid these common mistakes by choosing the right people, training them well, and supporting them consistently.
When done right, champions don’t just help with ERP adoption—they become trusted leaders in operational improvement and digital transformation across your business.
