How to Sell MES Without Cannibalizing Your ERP Offering
Turning ERP–MES Complementarity into a Strong Sales Argument
For many ERP integrators, offering MES software raises a legitimate concern: the risk of blurring the sales message, complicating the offer, or worse, undermining the value of the existing ERP. This concern is understandable, but in most cases it stems from a misunderstanding of the respective roles of these two systems.
In reality, MES does not compete with ERP. When positioned correctly, it strengthens ERP, complements it, and maximizes its operational impact. Selling MES is therefore not about selling “something else,” but about naturally extending the ERP value proposition all the way down to the shop floor.
Shifting the Sales Mindset: From Replacement to Complementarity
The first step is to evolve the sales narrative. Too often, MES is presented as a solution to what ERP cannot do. This approach is risky, as it may be perceived as questioning the existing setup or indirectly criticizing the manufacturer’s initial ERP choice.
By contrast, a complementarity-based message is reassuring and structuring. ERP remains the backbone of enterprise management. It organizes flows, plans production, and manages inventory, costs, and customer commitments. MES, in turn, operates where ERP is not designed to act: at the heart of execution, in real time, on the shop floor.
Presenting MES as the natural extension of ERP reframes the discussion around the overall value of the industrial information system. ERP defines what should be done; MES shows how it actually happens and enables immediate action when needed. This shift in posture is fundamental to securing the sale and preserving the coherence of the ERP offering.
Leveraging Observed Limitations Without Devaluing ERP
In most industrial projects, the limitations of ERP on the shop floor are already well known to operational teams: lack of real-time visibility, heavy data entry, difficulty exploiting production data, and gaps between planning and operational reality. These observations naturally emerge from the field.
The integrator’s role is not to highlight these limitations as flaws, but to put them into context. ERP was never designed to control a machine, classify downtime in real time, or guide operators step by step. Expecting it to do so is asking it to play a role it was not intended for.
MES fills this gap precisely, without challenging the existing architecture. It captures data as close as possible to production, structures and analyzes it, and delivers it both to shop-floor teams and back to the ERP. This positioning enhances the value of ERP while naturally opening the door to MES.
Repositioning MES as an Accelerator of ERP Success
One often underestimated point is the role of MES in the overall success of ERP projects. Many ERP implementations struggle to deliver their full benefits—not because of the ERP itself, but because production data is reported late, incompletely, or inaccurately.
MES acts as an ERP value accelerator. By improving shop-floor data reliability, eliminating manual re-entry, and ensuring automatic feedback of execution data, it enhances the quality of the information used by ERP. KPIs become more accurate, decisions faster, and user confidence stronger.
For integrators, this is a powerful argument: selling MES also means securing and enhancing both existing and future ERP projects.
Promoting a Progressive and Controlled Approach
A common mistake is to present MES as a large, global, and highly structuring project from the very first discussion. This can create resistance, both financially and organizationally.
A progressive approach, on the other hand, is particularly effective. Starting with a focused pilot—on a single line, workshop, or specific challenge (performance, quality, traceability)—allows the value of MES to be demonstrated quickly. Results are concrete, measurable, and immediately visible to teams.
This method protects the ERP offering, reassures decision-makers, and creates positive momentum. MES then becomes a natural extension of the initial project rather than a disruptive topic.
Aligning the Message with Stakeholder Expectations
Selling MES without cannibalizing ERP also requires tailoring the message to different audiences. Executive management expects a global vision, measurable gains, and controlled investments. Production managers look for practical tools to run their workshops. Operators want simple solutions that make their daily work easier.
MES addresses all of these expectations—provided it is positioned as a complementary building block rather than an alternative. For integrators, the ability to speak effectively to all levels of the organization strengthens the credibility and legitimacy of the overall offering.
Strengthening Long-Term Integrator Credibility
Mastering both ERP and MES allows integrators to elevate their role. They move beyond solution implementation and become architects of the industrial information system, capable of covering the entire value chain—from planning to execution.
This holistic vision is increasingly sought after by manufacturers, who want partners capable of understanding their business challenges and supporting their transformation over time.
Relying on a proven MES solution such as Aquiweb helps secure this approach. Integrators benefit from a robust functional framework, a solution designed for ERP interoperability, and a scalable foundation aligned with performance and digitalization challenges.
Key Takeaways
Selling MES does not weaken your ERP offering.
On the contrary, it strengthens it, creates more value for the industrial customer, and positions the integrator as a long-term strategic partner.
When ERP–MES complementarity is clearly understood and well articulated, MES becomes a powerful sales argument—serving the success of ERP projects and driving industrial performance.
