Look for the friction, not the headcount
An ERP becomes worth considering when the same information is repeatedly entered into different tools, teams disagree about stock or balances, and management reporting requires a manual reconciliation exercise. These are process signals, rather than a fixed employee or revenue threshold.
Map one complete workflow
Follow an order from customer enquiry through fulfilment, invoicing and collection. Write down every handoff, system and spreadsheet. Notice where work waits for somebody to copy information or confirm a status. This gives your ERP discussion a concrete starting point.
Get the foundations ready
Before evaluating products, agree who owns your master data, which processes should be standardised and what each team needs to see. A system will not resolve unclear responsibilities on its own.
Start with a realistic scope
Choose the workflows that create the most friction and define how you will judge the improvement. Plan for migration, training and support from the beginning. A useful ERP programme is an operational change supported by software.