You don't have an ERP problem yet. You have a business problem.
Companies rarely call us because they want new software. They call because the business has outgrown the way it runs today. If any of this sounds familiar, you're in the right place.
Your systems can't keep up. Growth, new entities, or new complexity have pushed your current ERP — or your patchwork of ERP, spreadsheets, and manual workarounds — past what it can handle.
You're being sold, and you're not sure who to trust. You've sat through demos from three vendors and every one of them is the “perfect fit.” You need someone in your corner who can tell the difference.
A decision is coming and it's expensive. An ERP selection or replacement is one of the largest operational investments you'll make. Getting it wrong can cost years of disruption and substantial capital.
You're not even sure you need a new ERP. Maybe the answer is a new platform. Maybe it's fixing the one you have. Maybe it's a different mix of systems entirely. You want that question answered honestly before anyone starts quoting license fees.
A disciplined path from problem to production.
The goal isn't to sell you an ERP. It's to define the right technology environment for how your business actually runs — sometimes a new ERP, sometimes ERP working alongside field service, CRM, scheduling, or the other operational systems your business depends on. Our advisory engagements follow four phases. You can enter at any point and stop at any point — some clients engage us only to assess and select; others keep us through implementation and beyond.
- Phase 1
Assess — Understand the business before touching the software.
Executive and process interviews, a current-systems inventory, and an honest map of where operations break down today: the manual workarounds, the reporting gaps, the risk hiding in tribal knowledge. You leave with a clear view of what's constraining the business, where the operational risk sits, and what needs to change.
- Phase 2
Select — Define the requirements, then evaluate against them.
We translate your operation into documented requirements and a future-state design, then evaluate the ERP and operational systems that fit — on functional fit, implementation risk, and total cost of ownership. Scripted demos, fit/gap analysis, a weighted scorecard, and a clear recommendation with the reasoning behind it. When another solution is the stronger fit, our recommendation reflects it. ERP Strategy & Selection
- Phase 3
Govern — Make sure the decision survives execution.
Even the right technology decision can underperform when implementation drifts from the requirements and business case. We build the roadmap, governance, and project structure — and can stay on as your client-side advisor, protecting your interests while the implementation partner executes. The goal is to preserve the business case, requirements, and decisions that drove the selection in the first place.
- Phase 4
Optimize — Keep the system delivering after go-live.
Technology decisions don't end at go-live. We stay engaged to tune processes, close adoption gaps, and keep the platform aligned with the business as it changes — through senior-led advisory and managed services.
Client-side advice, with our relationships disclosed.
PRH has deep Sage X3 implementation expertise and is an Official Sage Partner. We view that experience as an asset, not something to obscure.
Our advisory recommendations start with documented business requirements, operational fit, implementation risk, scalability, and total cost of ownership. Sage X3 may be part of that evaluation, alongside other ERP and operational platforms where appropriate. When another solution is the stronger fit, our recommendation reflects it.
Where specialist product expertise is required to validate a platform, we engage the appropriate resources while keeping the evaluation framework and decision process aligned to the client's interests.
What we evaluate
Our evaluation focuses on whether a proposed technology environment can support the way your business operates today and where it is going next. We assess the areas that ultimately determine whether an ERP decision succeeds in production:
- Functional fit across finance, manufacturing, and distribution
- Manufacturing complexity — MRP, MPS, BOM and routing, shop-floor execution
- Distribution and inventory — multi-warehouse, lot/serial traceability, order-to-cash
- Multi-entity and multi-country structure
- Operational systems beyond ERP — field service, scheduling, CRM, workforce/time capture, document workflows, and specialized industry applications
- Integrations, automation, and data-conversion risk
- Reporting, data, and analytics requirements
- Implementation risk and partner capability
- Total cost of ownership across license, implementation, and run
The platform landscape may include systems from Sage, Microsoft, Oracle NetSuite, Acumatica, Epicor, SAP, Infor, and specialized industry providers. The right answer depends on the requirements, not the brand.
Advice grounded in operating results.
Our advisory perspective comes from years spent implementing, optimizing, automating, and supporting ERP environments for manufacturers, distributors, and multi-entity organizations. Recent engagements include an 18-day close cut to six days, real-time tracking of more than 800 pallets a day, and bank-integrated reconciliation across multiple entities. When we advise on a decision, it reflects outcomes we have delivered in production.
That experience is backed by a resource library of ERP readiness assessments, modernization guidance, and a multi-platform selection framework — but the advice starts with what we've actually built and run.
And when Sage X3 is the answer, we don't hand you off.
Sometimes the assessment concludes that Sage X3 is the right platform for your operation. When it does, you're not starting over with a stranger — you're working with a 4x-certified, senior-led team that implements, migrates, optimizes, integrates, and rescues Sage X3 across complex manufacturing and distribution environments.
Explore Sage X3 Consulting