Running a PIM proof of concept with the top 2 vendors

When does a PIM selection need a proof of concept?

A PIM selection needs a proof of concept when a high-risk requirement remains unproven after the scenario demos, or when the top 2 vendors score too close to call. In other cases, reference checks and the demo evidence are enough.

The proof of concept runs in week 10 of the 12-week PIM selection process, alongside the reference checks. By then, scenario demos have reduced a shortlist of 3 to 5 vendors to two. The proof of concept tests what a half-day demo cannot show.

Typical triggers in PIMvendors selections:

• A complex variant model with three or more axes and deep inheritance.
• An ERP integration pattern with split mastering per attribute.
• Performance at full catalogue size, such as bulk edits on hundreds of thousands of products.
• A compliance data model that the demo only showed in part, such as packaging components.
• An AI use case whose quality on your data was promising but not measured.

If none of these apply, skip the proof of concept and spend week 10 on deeper reference checks. A proof of concept without a clear question costs time and gives the vendor a reason to think it has already won.

What should a PIM proof of concept test?

A PIM proof of concept should test one or two requirements, chosen for risk and business weight, with measurable pass criteria. Breadth was covered by the RFP and the demos. The proof of concept goes deep on the point that could break the project.

Write the scope as a short brief:

The criteria above are an illustrative example. Set your own from your requirement priorities and volumes.

Both finalists get the same brief, the same data and the same deadline. Different scopes make the results impossible to compare.

How do you run a PIM proof of concept in one week?

Run the proof of concept as a one-week sprint with a kick-off, daily check-ins and a closing review against the criteria. One week of active work is enough when the scope is one or two requirements (PIMvendors estimate).

Assign one buyer team member to each proof of concept as the observer. The observer sees how much configuration the solution needed, who did it and how long it took. That effort tells you more about running costs than the final result.

Keep the proof of concept in a separate environment from any sales demo system. Ask the vendor to document every configuration step, so the effort can be assessed afterwards.

Who pays for a PIM proof of concept?

Paying for a proof of concept is reasonable when it needs real configuration or integration work, and the fee should be credited if you choose that vendor. A paid proof of concept gives the buyer control of the scope.

Free proofs of concept are common, but they shape behaviour. The vendor decides how much effort to invest, often focusing on what shows well. A modest fee makes the scope a commitment on both sides.

Negotiate three terms in writing:

1. The fee, or a confirmation that the work is free.
2. A credit of the fee against the first-year licence or implementation if you choose that vendor.
3. Ownership of the configuration and documentation, so the work can feed the implementation.

When an implementation partner runs the proof of concept, the partner's team becomes part of the evaluation. Ask for the people who would run your project, and check that the partner names them in the proposal. The Red Flag Register lists partner warning signs, such as unnamed delivery teams.

How do you judge the proof of concept result?

Judge the result against the pass criteria written before the work started, and record the evidence for each criterion. Moving the criteria after the result is the most common way a proof of concept loses its value.

Use a simple outcome per criterion: passed, passed with conditions, or failed. A condition might be an extra module, a partner extension or a configuration that needs technical skills. Record the cost and effort of each condition.

Combine the result with the scenario scores and reference findings. A proof of concept rarely overturns a strong demo lead on its own. It does confirm or remove the remaining doubt about the leader, and it gives the board evidence for the riskiest part of the plan.

Share the result with both vendors. The vendor that passed knows the next step is commercial. The vendor that failed gets a fair chance to explain, and stays engaged as the fallback while you move into negotiation.

How is a proof of concept different from a pilot?

A proof of concept supports the decision before the contract, while a pilot supports adoption after it. Confusing the two leads to proofs of concept that run for months and pilots that start without a decision.

A vendor that proposes a long pilot in place of a proof of concept is asking for a commitment before the commercial terms are settled. Keep the proof of concept short and comparable, and plan the pilot inside the implementation. The implementation pillar covers the pilot and the first 90 days.