A regional physician practice faced an inflection point as its existing ERP system approached end of support. Leadership saw both risk and opportunity: the need to modernize core systems while strengthening financial controls, reporting, and forecasting across Accounting, HR, Supply Chain, FP&A, and Treasury.
While the organization’s Finance and Accounting team was experienced and well established, leadership recognized that selecting the right platform—and the right implementation approach—required external expertise. RGP was engaged to guide the process and ensure a smooth, high-value transition aligned to the organization’s long-term needs.
01.
Turning an Expiring ERP Into a Chance to Raise the Bar
Our RGP team partnered with leadership to design a comprehensive business requirements document grounded in leading practices and informed by stakeholder input. This work reframed the ERP replacement not as a reactive upgrade, but as an opportunity to modernize processes and strengthen financial discipline across the organization.
02.
Aligning Finance, HR, and Ops Before Making the Call
Through interviews and questionnaires, we built a detailed functionality wish list reflecting the needs of stakeholders across finance and operations. RGP then managed the RFI and RFP processes, including vendor scoring methodology, to bring structure, objectivity, and clarity to the selection process.
03.
Moving From Selection to Implementation Without Second-Guessing
Once a platform was selected, RGP provided an ERP-specialist Project Manager to support implementation planning and execution. This ensured alignment across teams, reduced risk during transition, and positioned the organization to realize value quickly from its new ERP investment.
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