Two-Tier ERP Suite Strategy: Considering Your Options

Archived Published: 28 July 2010 ID: G00205287


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Adopting a two-tier ERP strategy can dramatically reduce implementation times and improve operational cost savings while providing greater agility and faster user acceptance. So if it's so beneficial, why do so many companies go for a single-instance strategy? Before deciding, consider your options.

Table of Contents

  • Analysis
    • 1.0 What Is a Two-Tier ERP Strategy?
    • 2.0 ERP Deployment Options
      • 2.1 Zero Tiers
      • 2.2 Single Tier — Options 1 and 2
      • 2.3 Two Tiers, Different Suites, Same Vendor — Option 3
      • 2.4 Two Tiers, Different Suite/Vendor, One Second-Tier Version — Option No. 4
      • 2.5 Two Tiers, Different Suite/Vendor, Second-Tier Shortlist — Option No. 5
      • 2.6 Two Tiers, Laissez-Faire — Option 6
    • 3.0 Why Are Two Tiers Considered an Option?
      • 3.1 Cost Imperative
      • 3.2 Manufacturing Plant Agility
      • 3.3 Fully Loaded
      • 3.4 Sledgehammer to Crack a Nut
      • 3.5 Connecting the Enterprise
      • 3.6 Business Transformation Opportunity
      • 3.7 Mergers, Acquisitions and Growth
      • 3.8 Value Perception
      • 3.9 The Lure of SaaS
      • 3.10 Divestiture
    • 4.0 Considering Your Options
      • 4.1 Availability of Resources
      • 4.2 Duplication of Effort/Process Overhead at Subsidiaries
      • 4.3 Partner Involvement
      • 4.4 Need For External Services
      • 4.5 Purchasing Power
      • 4.6 Cost to Subsidiaries
      • 4.7 Vendor Stability/Ongoing Support
      • 4.8 Governance and Ability to Achieve Master Data Management Goals
      • 4.9 Ability to Localize, Version Control/Upgradability
      • 4.10 Connectivity
  • Recommended Reading
© 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartners research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.

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