When evaluating ERP systems, is it possible to make sure you’re solving your real business issues?

It is possible, but by no means assured or easy, and often don partiall or not at all.
If such issues are numerous and substantial, I suggest solving them separately before starting your ERP project.

There are best practices when buying an Accounting/ERP/CRM system. They fall into 3 phases. Below is a very simplistic overview.

Phase 1: macro top-level needs assessment, starting with "what does our company do?" A answer that may shock you after you not only ask the question, but delve into it.

Phase 2: exam all accounting systems that are not only horizontal but vertical in your marketplace and compare them to your needs analysis matrix for fit. Purchase your system.

Phase 3: a detailed review and analysis of everything involved in your business, from Chart of Accounts to stovepipes and bottlenecks. Everything should be looked at, solutions drawn up and worked out with your system vendor BEFORE any data is entered into the new system.

Using best practices will answer the question raised by the ever increasing contributor Anonymous.

Both Wayne and Barrett make complementary points. There are "best practices" that should be followed and if you choose to ignore the proper stages, you had better be prepared for less than optimal functionality and future costs allocated to "fixing" the system.

The goal with implementation of ERP systems is to "educate" the system about your business AND to impose future expansion into the programming/configuration. This requires cross-functional teamwork, which is not a common aspect of most businesses. Ultimately, the responsibility for success of an ERP implementation rests in the hands of the executive team; that responsibility is shared equally.

There are many reference materials available but I recommend reading some of Bob Lewis' books on Change Management and Project Management. You can find his publications at www.issurvivor.com.

I concur with comments and just add that ERP (technology/automation) is part of the equation. Solving a business issue in this context should include aligning the people, processes and the technology. Avoid the pit fall of overly customizing the technology. Instead look to the people and process components of the equation since they are more adaptable (flexible). This way you will have cost effective and scalable holistic solution to the business issue.

The short answer is a 'Yes'.

But before that, establish clearly defined processes, people, goals & problems-to-fix before any ERP evaluations. You must be able to answer the 'why, what, who and when' before you look towards the 'how'.

Investing/implementing an ERP system should be the final item on the list. In fact, going the other way makes for a very messy cleanup. Been there, done that.