Assessing an ERP solution in a potential acquisition can be a black art, and a risky one. Many companies have come unstuck after making false assumptions about a target’s ERP system, with the consequences proving ruinously expensive to fix.

The aim of this playbook is to provide some insights into how to undertake ERP due diligence, how to execute a successful ERP transformation program, what the key warning signs are in a potential acquisition target and provide some intrusive, probing questions that you, as a private equity investor, can ask to expose any issues or concerns within the enterprise operating system.