Before signing, check the business scope, process fit, data migration, integrations, reporting, roles and permissions, customisation assumptions, environments, testing, cutover, training, support, licences, change control and acceptance. The important question is not just whether the ERP can do the job, but whether the whole implementation arrangement can deliver and operate it.
Start from the operating model
Which processes are changing? Who owns master data? Which decisions remain local? What happens at month-end, peak season or when an interface fails?
Separate product from project
Licence functionality and implementation capability are different risks. A good product can still be implemented poorly.
Make uncertainty visible
Any significant unknown should become a discovery item, assumption, contingency or condition — not an optimistic sentence buried in the proposal.
How soapplied approaches the question
I would not start by assuming the stated problem is the whole problem. The first step is to understand the people, purpose, constraints and interactions around it, then test what intervention would improve the system rather than merely optimise one component.