MUFI Rating & Risk – SAP Business One


SAP Business One is SAP’s midmarket solution. The application has over 30,000 customers. In March 2002, SAP purchased TopManage Financial Systems, an Israeli developer of business applications and branded their system as SAP Business One. Therefore SAP Business One was not actually developed by SAP and has no connection to SAP ERP ECC, although SAP often attempts to obscure this point when they pitch SAP ECC along with SAP Business One as part of a two-tiered ERP strategy. SAP Business One uses a completely different infrastructure and has a different heritage.

SAP Business One has a clean interface, and unlike SAP ERP is very easy to navigate. While it has clearly been given the SAP blue-grey and royal blue color scheme, it feels much more nimble and usable.

Inventory Transfer

SAP Business One can perform transactions like inventory transfer much more easily than in SAP ERP. Notice the navigation pane to the left is extremely easy to follow and to find what one is looking for.

Trial Balance

When doing things like requesting reports, SAP Business One does a nice job of placing many options in a small space.

Item Master Inventory

SAP Business One places inventory data, purchasing data and planning data all right with the item master data. This is an important feature of enterprise software, which is the ability to view related data on one screen. SAP Business One excels this, and it is a consistent feature of the user interface.

SAP Business One MRP

SAP Business One does not have a great deal of planning functionality, but what it does have is easy to find and easy to initiate. However, it’s very difficult for us to recommend using the planning functionality of any ERP system. The company simply loses too much in term of the quality of the planning output. While buyers will often propose that they are running an efficient business by relying upon ERP, we have yet to see any company using an ERP system solely to plan at an efficient level.

Overall, SAP Business One is the best product in SAP’s stable of products – something that would probably surprise a lot of people. It is also one of the few SAP products that are available at an appealing price.

MUFI Scores

All scores out of a possible 10.

Vendor and Application Risk

SAP Business One is a relatively straightforward application to implement, which assumes a higher risk as SAP owns it.

Likelihood of Implementation Success

This accounts for both the application and vendor-specific risk. In our formula, the total implementation risk is application + vendor + buyer risk. The buyer specific risk could increase or decrease this overall likelihood and adjust the values that you see below.

Risk Definition

See this link for more on our categorizations of risk. We also offer a Buyer Specific Risk Estimation as a service for those that want a comprehensive analysis.

Risk Management Approach

There are no special activities required for managing the risk of an SAP Business One implementation.

Finished With Your Analysis?

To go back to the Software Selection Package page for the Small and Medium ERP software category. Or go to this link to see other analytical products for SAP Business One.


Brightwork MRP & S&OP Explorer for Tuning

Tuning ERP and External Planning Systems with Brightwork Explorer

MRP and supply planning systems require tuning in order to get the most out of them. Brightwork MRP & S&OP Explorer provides this tuning, which is free to use in the beginning until is sees “serious usage,” and is free for students and academics. See by clicking the image below:

Software Selection Book


Enterprise Software Selection: How to Pinpoint the Perfect Software Solution Using Multiple Sources of Information

What the Book Covers

Essential reading for success in your next software selection and implementation.

Software selection is the most important task in a software implementation project, as it is your best (if not only) opportunity to make sure that the right software—the software that matches the business requirements—is being implemented. Choosing the software that is the best fit clears the way for a successful implementation, yet software selection is often fraught with issues and many companies do not end up with the best software for their needs. However, the process can be greatly simplified by addressing the information sources that influence software selection. This book can be used for any enterprise software selection, including ERP software selection.

This book is a how-to guide for improving the software selection process and is formulated around the idea that—much like purchasing decisions for consumer products—the end user and those with the domain expertise must be included. In addition to providing hints for refining the software selection process, this book delves into the often-overlooked topic of how consulting and IT analyst firms influence the purchasing decision, and gives the reader an insider’s understanding of the enterprise software market.

This book is connected to several other SCM Focus Press books including Enterprise Software TCO and The Real Story Behind ERP.

By reading this book you will:

  • Learn how to apply a scientific approach to the software selection process.
  • Interpret vendor-supplied information to your best advantage. This is generally left out of books on software selection. However, consulting companies and IT analysts like Gartner have very specific biases. Gartner is paid directly by software vendors — a fact they make every attempt not to disclose while consulting companies only recommend software for vendors that give them the consulting business. Consulting companies all have an enormous financial bias that prevents them from offering honest advice — and this is part of their business model.
  • Understand what motivates a software vendor.
  • Learn how the institutional structure and biases of consulting firms affect the advice they give you, and understand how to properly interpret information from consulting companies.
  • Make vendor demos work to your benefit.
  • Know the right questions to ask on topics such as integration with existing software, cloud versus on-premise vendors, and client references.
  • Differentiate what is important to know about software for improved “implement-ability” versus what the vendor thinks is important for improved “sell-ability.”
  • Better manage your software selection projects to ensure smoother implementations.

Buy Now


  • Chapter 1: Introduction to Software Selection
  • Chapter 2: Understanding the Enterprise Software Market
  • Chapter 3: Software Sell-ability versus Implement-ability
  • Chapter 4: How to Use Consulting Advice on Software Selection
  • Chapter 5: How to Use the Reports of Analyst Firms Like Gartner
  • Chapter 6: How to Use Information Provided by Vendors
  • Chapter 7: How to Manage the Software Selection Process