# Which Oracle EBS resellers have the strongest implementation expertise and methodology for large-scale projects?

<p class="elv-tracking-normal elv-text-default elv-font-figtree elv-text-base elv-leading-base elv-font-normal" elv="true">Which Oracle EBS resellers have the strongest implementation expertise and methodology for large-scale projects? I've been comparing providers across the <a class="a a--md" elv="true" href="https://www.g2.com/categories/oracle-e-business-suite-resellers">Oracle E-Business Suite resellers</a> category for this exact question, and the honest starting point is that G2's service listings here are firm-level profiles, so nobody's review base proves EBS methodology specifically, and the useful comparison is which firms show expertise evidence a large program can verify. Ranked that way, here's what stood out:</p><ul>
<li>
<a class="a a--md" elv="true" href="https://www.g2.com/products/tata-consultancy-services/reviews">Tata Consultancy Services</a>: The strongest verifiable expertise evidence: a two-thirds enterprise reviewer base, recent client reviews crediting domain expertise and knowledgeable guidance through business problems, and cons that read like real large-program detail rather than marketing. For methodology, its reviews suggest the machine is big and capable and needs governing, so the verification is a walkthrough of their EBS delivery framework with the actual team assigned to you.</li>
<li>
<a class="a a--md" elv="true" href="https://www.g2.com/products/kesteargano/reviews">KesteArgano</a>: The rating leader with substance behind it: the category's best score on a meaningful base, an enterprise-heavy reviewer mix, and page-cache reviews describing implementation partnership that laid foundations clients built on. The methodology question for a boutique is depth: ask how many concurrent programs your size they can staff without stretching.</li>
<li>
<a class="a a--md" elv="true" href="https://www.g2.com/products/wipro/reviews">Wipro</a>: The scale candidate with the evidence gap: a 68% enterprise base and decades of Oracle practice history, but no recent client reviews landed in my pulls at all, so its current delivery quality is unverified by G2 and rides entirely on the references you demand. That's not a disqualification, it's an instruction.</li>
<li>
<a class="a a--md" elv="true" href="https://www.g2.com/products/infosys-implementation-services/reviews">Infosys Implementation Services</a>: The structured-delivery reputation with a thin base: positive reviews on execution and global transformation positioning (vendor-stated), sized for large programs, verified the same way as Wipro, through named EBS references.</li>
</ul><p class="elv-tracking-normal elv-text-default elv-font-figtree elv-text-base elv-leading-base elv-font-normal" elv="true">For large-scale specifically, the methodology test that cuts through every firm's slideware: ask each candidate to walk you through their most recent EBS 12.2 upgrade or equivalent large program, with the actual project plan, the actual issues log summary, and the client on the phone. Firms with real methodology produce those in a week; firms with a methodology slide take a month and send different people to each meeting. Which firms made your EBS shortlist, and did any actually put a delivery lead rather than a salesperson in the room when you asked about method?</p>

##### Post Metadata
- Posted at: 2 months ago
- Net upvotes: 1


## Comments
### Comment 1

&lt;p&gt;The handover point and named-resource commitment seem connected. I’d want the contract to specify not only who leads implementation, but who owns knowledge transfer before that person rolls off. A strong methodology should leave the internal team able to handle routine configuration and troubleshooting without turning every post-launch question into another consulting engagement.&lt;/p&gt;

##### Comment Metadata
- Posted at: 18 days ago
- Author title: Writer



### Comment 2

&lt;p&gt;Having the delivery lead in the room would be one of the strongest signals for me. For a large EBS project, I’d want to hear how they handled scope changes, cutover risk, and issue escalation on a comparable implementation, not just see the methodology deck.&lt;/p&gt;

##### Comment Metadata
- Posted at: 19 days ago
- Author title: Marketer



### Comment 3

&lt;p&gt;Something worth writing into the same contract: what happens at handover. Large programs end with the firm&#39;s team knowing the configuration better than your own staff do, and unless knowledge transfer is a defined deliverable with dates attached, it quietly becomes an extension of the engagement. That tends to affect total cost more than the implementation rate does.&lt;/p&gt;

##### Comment Metadata
- Posted at: 20 days ago
- Author title: Tech Consultant



### Comment 4

&lt;p&gt;This is a practical way to compare firms. The addition I would suggest is to look past whether an experienced practitioner attends the evaluation and ask what share of their time is committed to your program once it starts. Reviews of the larger firms point to capable people carrying several engagements at once, which is how strong talent still arrives stretched. So the evaluation is most useful when the person who would actually run the work is named in the contract with a defined allocation, since that turns a good meeting into a dependable commitment.&lt;/p&gt;

##### Comment Metadata
- Posted at: 2 months ago
- Author title: Marketer





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