Most ERP implementation failures in Singapore share a common root: the manufacturer started the project without a clear picture of what "done" looks like. This checklist covers the work that needs to happen before, during, and at the point of go-live for a Singapore SMB manufacturer adopting a new operational system — whether that is an off-the-shelf package, a custom build, or a hybrid.
Phase 1: Requirements and Vendor Selection (Weeks 1-4)
- Requirements and selection checklist:
- Document the three workflows causing the most operational pain — be specific about where they break
- Define what "solved" looks like for each workflow — measurable outcomes, not feature lists
- Identify who owns data in each workflow: quoting, production, procurement, invoicing
- List every system currently in use (accounting, Excel files, WhatsApp groups, shared drives)
- Decide on the accounting system boundary — are you replacing finance, or keeping it and building alongside?
- Evaluate at least two options: one packaged, one custom or hybrid
- Request a fixed-scope quote, not a time-and-materials estimate
- Check vendor Singapore references — specifically manufacturers of similar size and complexity
Phase 2: Grant Application (Weeks 2-6, Parallel)
- Grant readiness checklist:
- Confirm company eligibility: Singapore-incorporated, 30%+ local shareholding, under S$100M revenue or under 200 employees
- Determine grant type: PSG (pre-approved packaged software) or EDG (custom build or broader transformation)
- For EDG: engage the vendor to produce a project proposal before submitting — the EDG application references the project scope
- For PSG: confirm the vendor is on the pre-approved list at psg.imda.gov.sg
- Allow 4-6 weeks for EDG approval; PSG approvals are faster
- Do not sign the vendor contract before grant approval if the grant is material to the decision
Phase 3: Data Preparation (Weeks 3-8)
Data preparation is the most underestimated phase of any ERP implementation. Singapore manufacturers typically have product data distributed across Excel files, accounting software, and the senior engineer's memory. Consolidating and cleaning it before implementation begins is the single most impactful thing a manufacturer can do to reduce timeline risk.
- Data preparation checklist:
- Bills of materials: compile all product structures with component codes, quantities, and units
- Item master: every raw material, sub-assembly, and finished good — code, description, unit of measure, cost, supplier
- Customer master: company name, billing address, payment terms, pricing agreements or special rates
- Supplier master: company name, lead times, payment terms, preferred contact
- Open sales orders: all current customer orders with delivery dates and line items
- Open purchase orders: all current supplier orders with expected delivery dates
- Inventory count: current stock levels — conduct a physical count within 2 weeks of go-live
- Historical pricing: any customer-specific pricing agreements not in the current accounting system
Phase 4: Configuration and Build (Weeks 4-12)
- Configuration checklist:
- Assign an internal project owner — not the CEO, not the IT manager, but the person who owns the daily workflow
- Establish a weekly review cadence with the implementation team
- Review each module or workflow in a staging environment before moving to production
- Test with real data: import a sample of actual BOMs and customer records, not dummy data
- Test edge cases: rush orders, partial deliveries, supplier substitutions, special customer pricing
- Document every deviation from standard workflow that requires custom configuration
- Confirm InvoiceNow / PEPPOL output format before go-live if required
Phase 5: User Training and Parallel Running (Weeks 10-14)
- Training and parallel running checklist:
- Train users on the workflow they own, not the full system — production staff need job cards, not the finance module
- Run parallel with the old system for 2-4 weeks: both systems record the same transactions
- Compare outputs: does the new system produce the same job costs, delivery notes, and invoices as the old one?
- Identify the 2-3 scenarios that most commonly go wrong and train users on handling them
- Define who to contact when something breaks — internal owner, vendor support, or both
- Set a hard cut-over date: the date after which the old system is read-only
Phase 6: Go-Live Criteria
- Go-live gate checklist:
- All production staff have completed workflow training
- Inventory count completed and loaded within 5 days of go-live
- All open orders (sales and purchase) migrated and verified
- InvoiceNow output tested end-to-end with at least one real customer transaction
- Rollback plan documented: what happens if the system fails in week one
- Support escalation path confirmed with vendor
- First post-go-live review scheduled for day 7 and day 30
Post-Go-Live: The First 90 Days
The first 90 days after go-live determine whether the system becomes embedded or gets abandoned. Most failures happen here — not during implementation. The critical variables are: how quickly edge cases get resolved, whether the internal project owner has authority to mandate system use, and whether the vendor is responsive to post-go-live issues.
For custom-built systems, the first 90 days often surface one or two workflow gaps that were not anticipated in the original scope. Budget for a small enhancement envelope — 10-15% of the original build cost — to handle these without slowing adoption.