SAP RISE partners evaluation framework.

A buyer side evaluation framework for SAP RISE partners. Where partners add value, where they add cost, and the scoring criteria that survive a CFO review.

Most enterprise RISE deployments need at least one partner alongside SAP.

The partner ecosystem is wide. Tier badges, reseller status and certification counts do not always map to outcomes.

This page lays out a buyer side evaluation framework that we have run across thirty four RISE programmes over the last twenty four months.

How SAP partners actually fit RISE

Where partners add value

• Application managed services on top of the RISE managed run, since RISE does not cover the application layer.
• Integration design across BTP, non SAP systems and the wider enterprise estate.
• Custom development in the BTP overlay where the clean core principle constrains the in system build.
• Vertical accelerators for specific industries that SAP standard content does not cover.

Where partners are not the answer

Hyperscaler underlay sits with SAP under RISE. Partner cloud teams do not own it.

Run operations for the SAP technical layer sit with SAP managed services under RISE, not with the partner.

Six evaluation criteria that survive a CFO review

References at scale and in vertical

• Production RISE references at similar scale to your estate.
• Vertical proximity to your industry, not just SAP segment match.
• Multi country coverage where your scope demands it.

Delivery model and geography

• Onshore lead role for executive escalation.
• Nearshore plus offshore mix appropriate to your data residency rules.
• Cost transparency across delivery centres.

Commercial structure

Time and materials, capacity model and fixed price all have a place. Default to capacity model for run, fixed price for build.

Insist on transparency on rate cards by role and geography.

Conflict of interest

Partners that resell SAP licences carry an incentive that affects the advice you receive.

Buyer side advisory tells you what to question. Reseller partners tell you what to buy. Keep the roles separate.

A RISE partner is a multi year decision. Pick on math and references, not on the slide that opened the conversation.

Red flags that should drop a partner from the shortlist

Soft references

• References that decline a direct call.
• References that match the segment but not the scale.
• References that are still in pre go live phase.

Hidden cost structures

Change request driven margin on top of a low headline price.

Travel and expense default to passthrough without a cap.

Rebadged team

Named lead consultants who never appear after kick off.

Team rotated quietly inside the first six months.

Score the shortlist on six axes

Weighting suggestion

• References weighted 25 percent.
• Delivery model weighted 20 percent.
• Commercial structure weighted 20 percent.
• Vertical fit weighted 15 percent.
• Team continuity weighted 10 percent.
• Conflict posture weighted 10 percent.

Decide on the math

Three way scoring across the shortlist with the score sheet visible to all participants.

Pick the highest scoring partner unless a single axis veto applies.

Suggested reading

• SAP RISE Negotiation Guide. Cross vendor reading from the wider library.
• RISE on AWS Deployment Guide. Cross vendor reading from the wider library.
• RISE on Azure Deployment Guide. Cross vendor reading from the wider library.

What to do next

1. Define the scope partners cover and the scope SAP covers under RISE.
2. Build the shortlist of three partners with vertical and scale match.
3. Request reference calls and confirm production status at similar scale.
4. Run the six axis scorecard with all participants visible.
5. Confirm conflict of interest posture and licence resale relationship.
6. Negotiate transparent rate cards and a fixed price build plus capacity run model.
7. Lock named team continuity for the first two years inside the contract.

Frequently asked questions

Does RISE remove the need for a partner?

No. RISE covers the SAP technical layer. The application layer, the integration design, the custom development and the vertical content still need a partner in most enterprise estates.

Is the SAP tier rating a reliable indicator?

Not on its own. Tier badges reflect SAP relationship status more than buyer outcomes. References at scale in vertical are stronger signals.

Should we work with a partner that also resells licences?

Possible but treat the licence resale role and the advisory role as separate. Buyer side advisory should not sit with the same team that earns a margin on the licence.

How long should partner continuity last?

At least the first two years of the deployment. Pool model engagements without named team continuity carry hidden cost and quality risk.

Do we need an onshore lead?

In almost every enterprise programme yes. The onshore lead is the escalation path that protects the deal when timezones, language or culture get in the way of resolution.