Choosing an ERP system is a big commitment—especially for building material suppliers managing multiple yards, delivery fleets, and high-volume inventory. That’s why running a proof of concept (PoC) before fully committing to a new ERP is one of the smartest moves you can make.
But here’s the catch: not all PoCs are created equal. Done right, a proof of concept gives you real confidence in the system, the vendor, and your own team’s readiness. Done poorly, it wastes time and leads to bad decisions.
Here’s how to run an ERP proof of concept the right way—so you can move forward with clarity and confidence.
What Is a Proof of Concept (PoC)?
A PoC is a small-scale version of an ERP rollout designed to test how well the system works for your business. It’s typically done with a limited number of users, features, and data.
The goal is to evaluate functionality, usability, and fit before signing a long-term contract or launching company-wide.
Why It’s Worth Doing
Avoids surprises after signing the deal
Allows your team to get hands-on experience
Exposes gaps in workflows, training, or data setup
Builds internal buy-in before a full rollout
Think of it like testing a new tool before outfitting your entire crew with it.
Step-by-Step: How to Run a Successful ERP PoC
- Define Clear Objectives
What do you want to learn from the PoC?
Can it handle multi-yard inventory?
How well does it manage order workflows and deliveries?
Is it easy enough for your team to use?
Can it generate the reports you need?
Start with a list of must-have features and specific business processes you want to test.
- Choose a Realistic Scope
A PoC should be limited in scope, but still realistic enough to reflect everyday operations. Consider:
Using one location or yard
Involving 2–3 departments (e.g., sales, yard, finance)
Testing 3–5 key workflows (e.g., quote → order → delivery → invoice)
You’re not trying to test everything—just enough to build confidence.
- Prepare Real Data
Using real inventory, customers, and pricing helps you see how the system will work in real life. Avoid using “dummy data” if you can—it won’t expose the same challenges as your actual records.
Your ERP provider can often help with:
Importing a sample of your product catalog
Setting up a few customer accounts
Creating example orders and dispatch schedules
- Involve the Right People
Your PoC team should include:
A project lead (owner or manager)
At least one person from each key department
A vendor support rep to guide the process
Choose team members who are hands-on, open to new tools, and comfortable giving honest feedback.
- Document Feedback and Issues
During the PoC, keep track of:
What worked well
What was confusing or frustrating
What took too long
Any features or reports that were missing
You’ll use this feedback to make a “go or no-go” decision—and to guide future configuration if you proceed.
- Review Results and Decide
After a few weeks of testing, gather your team and your vendor to review:
Did the ERP meet the expectations you set?
Were there any deal-breakers?
Is the vendor responsive and helpful?
Do you feel confident rolling it out across the business?
If the answer is yes, you’re in a strong position to move forward—and you already have a head start on implementation.
Final Thoughts
A proof of concept doesn’t just protect you from making the wrong ERP choice—it helps you implement the right one with more confidence, fewer surprises, and better buy-in from your team.
For building material suppliers juggling inventory, deliveries, and customer relationships, it’s a low-risk, high-reward step that can save you time and money down the road.
If your ERP provider isn’t willing to support a proper PoC, that’s a red flag. But if they are, take full advantage—and test the system the way you run your business.
