RFI No. COM660001.pdf

STATE OF MARYLAND

COMPTROLLER OF MARYLAND (COM)

REQUEST FOR INFORMATION (RFI)

CLOUD-BASED MODERN ENTERPRISE RESOURCE

PLANNING (ERP) SOLUTION

RFI #: COM660001

ISSUE DATE: DECEMBER 23, 2025

STATE OF MARYLAND

COMPTROLLER OF MARYLAND (COM)

KEY INFORMATION SUMMARY SHEET

Request for Information:

Cloud-Based Modern ERP Solution

Solicitation Number: COM660001

RFI Issue Date: December 23, 2025

RFI Issuing Office: Comptroller of Maryland (COM)

Procurement Officer: Tracy Cain

Email:

Phone Number:

tcain@marylandtaxes.gov 410-260-7436

Responses are to be sent to:

tcain@marylandtaxes.gov

Questions Due Date and Time:

January 7, 2026, 5:00 PM Eastern Time

Response Due (Closing) Date and Time:

January 26, 2026, 5:00 PM Eastern Time mailto:tcain@marylandtaxes.gov

Contents Disclaimer 1 Introduction to the RFI 2 Background 3 Current State

3.1 State Government Organization and Industry Segmentation

3.2 Business Process Areas

3.3 Technology Landscape

4 Outcomes and Objectives

4.1 Desired Outcomes

4.2 Statement of Objectives

5 General Vendor Profile Questions 6 General Proposed Solution Questions 7 References 8 Submittal Instructions for Respondents 9 Appendices

9.1 Appendix 1 – Industries with Example Agencies

Disclaimer This Request for Information (RFI) is for planning purposes only and is not an Invitation for Bids (IFB), Request for Proposals (RFP) or an obligation on the part of the State of Maryland (the “State”) to acquire any products or services. This RFI contains preliminary information to serve as a platform for initiating discussions with the vendor community. The requirements in this RFI are in no way final nor do they represent or constitute an RFP, IFB, Purchase Order RFP (PORFP), Task Order RFP (TORFP), direct Intergovernmental Purchasing Agreement (ICPA) through an existing award, or other procurement vehicle.

Responses to this RFI are not offers and cannot/will not be accepted by the State to form a binding contract. The State reserves the right to determine how it will proceed as a result of this notice. Furthermore, firms or vendors responding to this RFI should not expect feedback regarding their submission. However, the State may engage vendors that respond to this notice by seeking further information about capabilities. This issuance does not constitute a commitment to issue an RFP, award a contract, or pay any costs incurred in preparation of a response to this request. The State will not pay any costs incurred in response to this RFI. All costs associated with responding to this RFI will be solely at the responding vendor’s expense.

The information provided in this RFI is subject to change and is not binding on the State.

Furthermore, the State requires that all responding vendors abstain from providing a price proposal in their response to this RFI.

1 Introduction to the RFI The State, through the office of the Comptroller of Maryland (COM) in coordination with the Department of General Services (DGS), is conducting market research to support the planning and development of a modern, cloud-based Enterprise Resource Planning (ERP) system. This initiative is part of the broader State Financial Modernization Program which focuses on improving state financial performance, reporting, and compliance through modernization of financial management processes. From a technology perspective, this initiative will replace the State’s legacy Financial Management Information System (FMIS) and other financial management systems, with an integrated, centralized, scalable, and secure ERP solution. This will consolidate functions currently performed in other systems to streamline operations and improve data consistency.

In light of the broad scope of the project (see background) vendors are requested to provide a detailed description of their proposed solution, which should address the Statement of Objectives as described in Section 4 and the questions in Sections 4 – 7. In addition to describing your business and technical approach, responses should include assumptions that will aid the State in developing estimates and a timeframe for designing, configuring, and implementing the proposed solution.

Business scenarios, use cases, and provider-proposed solution questions are not included in this RFI. These may be provided to vendors invited to participate in future live system demonstrations.

Following the conclusion of this RFI, the State is planning to release an RFP for professional services to implement an ERP solution.

2 Background In 2023, Maryland passed House Bill 709 and Senate Bill 659 into law, Maryland Code, State Government § 4-113 (https://codes.findlaw.com/md/state-government/md-code-state-govt-sect-4-113/), to champion the modernization of the State’s financial systems and host and manage modernized applications and shared data for the delivery of all accounting services in the State. The codified law authorizes the Comptroller’s Office of State Financial Innovation (OSFI) to establish policies, objectives, and priorities that guide the transformation of the state’s financial management and oversee the implementation of a modern, cloud-based information technology infrastructure.

OSFI launched the State Financial Modernization as Maryland’s initiative to transform, unify, and enhance its current financial operations into a world-class, data-driven enterprise, focusing on people, processes, technology, and data. This enterprise business transformation represents a significant change for all State agencies and organizations. The cloud-based ERP system is viewed as the platform to enable business transformation. It is a high-risk, high-value priority for the State and will be heavily monitored and scrutinized. The extent to which State Financial Modernization prepares the people in each agency and organization for change and how it will impact the financial operations of the entire State and each agency’s users is a significant predictor of the initiative’s success.

The State recognizes that substantial risk and waste are generated from the continued use of the current Financial Management Information System (FMIS) and other disparate systems throughout the State. This is due to limited development resources, lack of unified data standards, cybersecurity risks, and difficulties delivering functional enhancements to meet evolving end–user needs and legislative mandates using outdated technology. It is critical that the modern ERP system not only addresses these concerns but also integrates across the State’s broader technology and business ecosystem to mitigate the substantial risk of key finance functions remaining decentralized in multiple systems. Additionally, different agencies and departments operate and maintain the State’s financial systems and applications, contributing to a complex information technology ecosystem and governance challenges.

3 Current State

3.1 State Government Organization and Industry Segmentation

The State of Maryland government is organized into Legislative, Executive, and Judicial branches illustrated in Figure 1: Maryland State Government Overview below. The three branches of State government act to preserve, protect, and extend the privileges and obligations provided to the citizens of Maryland by the State Constitution. All three represent https://codes.findlaw.com/md/state-government/md-code-state-govt-sect-4-113/ https://codes.findlaw.com/md/state-government/md-code-state-govt-sect-4-113/ the interests of the State’s citizens in their relations with other states and the federal government, and each works closely to supplement the services of county and municipal administrations.

Figure 1: Maryland State Government Overview

This overview chart is available at the following link:

https://msa.maryland.gov/msa/mdmanual/01glance/pdf/00overview.pdf

The State of Maryland is composed of a diverse array of agencies, each aligned with specific public service domains. For organizational purposes, these agencies have been segmented by industry to reflect their core missions, regulatory responsibilities, and service delivery models. There are approximately 102 financial agencies across 12 industries. This segmentation informs operational needs, funding structures, and technology requirements that the future ERP system must support. The following are high-level general descriptions, which include but are not limited to the following descriptions in Table 1: Industry Segments below.

Table 1: Industry Segments (in alphabetical order)

# Industry Segment Description 1 Administrative Implements State policy, delivers public services, advocates for and promotes the general welfare of individuals in Maryland, and lays out State priorities.

2 Economic and Workforce Development

Supports civic engagement, workforce readiness, and innovation and entrepreneurship to promote job creation, community revitalization, and economic growth. Additionally, it delivers services for all the State residents to earn fair pay, attain financial stability, reach their career potential, and contribute to their communities.

3 Education Supports State educational agencies and oversight that spans early childhood, K-12, special education, and public broadcasting guided by the Blueprint for Maryland’s Future to ensure the promise of excellent and equitable education for all students.

4 Environmental Protection and Natural Resources

Promotes sustainability and conservation to lead the State toward a resilient future by using data, partnerships, and an innovative spirit to improve ecological, social, and economic outcomes for all communities.

5 Financial Oversight Manages the State’s overall fiscal accountability, including taxation, budgeting, public pensions, insurance regulation, revenue, and expense activities.

6 Health and Human Services Focuses on public health equity, access to care, social services support, consumer protection, and welfare programs.

7 Higher Education Includes public universities and private colleges, community colleges, and career schools, as well as the coordinating board responsible for establishing statewide policies.

Also administers financial aid programs that affect students on a statewide basis.

8 Judicial Advises and represents the State government, vigorously enforces the law to safeguard the rights of the people, and promotes justice and equity for all Marylanders.

9 Public Safety and Corrections Manages law enforcement, emergency management, correctional oversight, and crime prevention to protect residents, uphold justice, manage emergencies, and support rehabilitation and victim services.

10 Regulatory Oversight & Public Service

Responsible for executing, implementing, and enforcing State laws to regulate industries, manage public assets, and ensure the delivery of essential services to State citizens.

11 Technology and Administration Supports statewide central IT Services, IT Procurement, and facilities management to ensure Maryland’s digital infrastructure is secure, efficient, and accessible.

12 Transportation and Infrastructure Delivers safe, sustainable, intelligent, exceptional, and inclusive transportation solutions to provide safe and secure transportation infrastructure to the State. The transportation and infrastructure services include highways, public transit, toll facilities, bridges, tunnels, and turnpikes, aviation, and ports. Additionally, driver and vehicle services are included.

3.2 Business Process Areas

The State of Maryland’s financial operations span a wide range of business process areas. This breakdown of current state structures and functions is provided as background to enable vendors to understand current financial management processes. At this time, each of these business process areas are considered ‘in scope’ for the State Financial Modernization project. However, it is not the intention or expectation of the State that any proposed solution implemented under this initiative replicate current structures. Current business process areas are outlined below in Table 2: Financial Management Core Functions, and define the core financial management functions the ERP system must support:

Table 2: Financial Management Core Functions (in alphabetical order)

# Process Area Description 1 Accounts Payable Facilitate payments to vendors for goods or services supplied to the State. Accounts Payable refers to all activities from receipt of a vendor’s invoice through vouching for disbursement.

2 Accounts Receivable & Revenue Manages the balance of money due to Maryland for goods or services delivered or used but not yet paid for by customers.

3 Budget & Forecasting Manages the budget process and creates a detailed �inancial plan that outlines expected income and expenses, while setting targets for spending and revenue. Performs forecasting to predict future performance by analyzing historical data and current trends.

4 Cash & Treasury Management Performs cash management handling of short-term cash �low. Treasury management involves the long-term management of an agency’s money and �inancial risk. Treasury also manages all industry-standard banking activities.

5 Cost Allocation Assigns and redistributes costs across segments of the chart of accounts or elements of the general ledger based on speci�ic rules and criteria.

6 Disbursements The State Treasurer’s Of�ice (STO) has a separate banking system used to facilitate the actual transfer and disbursement of funds. Includes physical checks and ACH processing.

7 Financial Reporting Provides reports for all aspects of system activities, including document aging, budget activities, and generation of the annual comprehensive �inancial statements that communicate an agency’s �inancial health to stakeholders.

8 Fixed Assets / Asset Management

Tracks the State’s physical plant, property, and equipment that is either expensed or capitalized with a useful life, depreciation, and disposition.

9 General Ledger & Accounting Primary general ledger for all statewide accounting. Maintains records of an agency’s transactions for a period. Documents change to assets, liabilities, equity, expenses, and revenue.

10 Grant Accounting Manages the budgeting, tracking, billing, and reporting on funds received or due from grants.

11 Internal Controls Methods to apply audit rules and procedures implemented by an agency to ensure the integrity of �inancial and accounting information, promote accountability, and prevent fraud.

12 Inventory Manages warehouse/storage closet of commodities that are stocked for State utilization. Evaluating, tracking, maintaining, and accounting for changes.

13 Procurement Tracks and manages the �inancial aspects of purchasing goods and services. The process includes the complete lifecycle of procurement functions such as needs identi�ication, solicitation, contract management, award, performance management, and renewal or closeout.

14 Project Accounting Tracks and manages the �inancial aspects of a project. Focuses on budgeting, tracking, billing, revenue, and scheduling to ensure projects are completed on time and within budget.

15 Tax Accounting Manages tax collection, estimates tax revenue, minimizes tax liability, and ensures agency compliance with tax laws and regulations.

3.3 Technology Landscape

The State of Maryland’s current financial management technology environment comprises multiple decentralized legacy and modern systems. The State’s overall outcome of this modernization initiative is to transform financial management operations, processes, and functions with the support of a modern cloud-based system and support models; it is not the intention or expectation of the State to maintain or replicate the systems and processes described herein in any implementation of a proposed solution. Refer to Section 4.1 Desired Outcomes for additional information. The following information is provided to help vendors understand the current system environment.

1. Technology solutions are currently implemented through a mix of centralized IT governance (via the Department of Information Technology) and agency-specific initiatives.

2. Core financial and procurement systems (e.g., ADPICS, R*STARS) are mainframe-based, requiring specialized technical expertise and limiting flexibility, and lack modern cybersecurity defenses.

3. Modern ERP systems have been introduced in select areas and agencies; however, integrating them with legacy platforms remains a challenge.

4. Implementation cycles are often lengthy, with limited automation and manual data entry still prevalent in many workflows.

5. Agencies rely on custom-built interfaces, Excel-based tools, batch processing, and email communications to bridge gaps between systems.

The State of Maryland’s financial data management is governed by a combination of centralized and decentralized practices, reflecting the diverse operational needs of its agencies. The core financial systems, ADPICS and R*STARS, serve as the backbone for managing budgeting, procurement, accounting, and reporting functions.

3.3.1 FMIS Operating System

Financial Management Information Systems (FMIS) consists of a suite of applications. The two primary applications are:

1. ADPICS (Advanced Purchasing and Inventory Control System) with over 4,200 unique users

2. R*STARS (Relational Standard Accounting and Reporting System) with over 5,000 unique users

These applications run on an IBM Mainframe located at the Annapolis Data Center, operating under a CICS/TSO environment. They are COBOL-based and use relational DB2 databases.

The applications are integrated with real-time interfaces.

3.3.1.1 FMIS Core Functions (in alphabetical order)

1. Budget Formulation and Execution: Agencies prepare and manage budgets using a standardized chart of accounts and appropriation structures defined in R*STARS.

2. Cash and Treasury Management: Integration with the State Treasurer’s Office enables real-time tracking of cash positions and fund transfers.

3. General Ledger Accounting: R*STARS maintains the official accounting records for the

State, including fund balances, appropriations, and expenditures.

4. Grant and Project Accounting: Agencies manage federal and State-funded programs using project and grant tracking features within R*STARS.

5. Procurement and Payables: ADPICS supports the full procurement lifecycle, from requisition to purchase order to payment, with integration into R*STARS for financial posting.

3.3.1.2 FMIS Data Operations (in alphabetical order)

1. Batch Processing: Financial transactions are often processed in scheduled batches, with validations and edits applied before posting.

2. Data Entry and Validation: Many processes rely on manual data entry, by way of transaction codes, which are rigid and offer no operational flexibility and limited automation or workflow routing.

3. Master Data Management: Key financial data elements (e.g., vendors, funds, programs) are maintained in profile tables but lack centralized governance or data quality controls.

4. Reporting and Reconciliation: Agencies use a combination of standard reports, ad hoc queries, and Excel-based tools to reconcile accounts and monitor financial activity.

3.3.1.3 FMIS ADPICS Reports (in alphabetical order)

Approximately 145 unique standard reports, categorized as:

1. Approval Processing Reports

2. Inventory Reports

3. Minority Business Enterprise (MBE) Reports

4. Procurement Reports

5. Small Business Reserve (SBR) Reports

6. System Table Reports

3.3.1.4 FMIS R*STARS Reports (in alphabetical order)

Approximately 342 unique report entries, categorized as:

1. Agency-Based Budget

2. Appropriation

3. Cash

4. Cost Allocation

5. Encumbrances and Pre-Encumbrances

6. Expenditure

7. Financial Statements and Trial Balances

8. Fixed Assets

9. General Ledger

10. Grant

11. Miscellaneous

12. Profile Table Listing

13. Project

14. Revenue

15. Transactions and Documents

3.3.1.5 FMIS Ad Hoc Reports

Custom reports generated as needed.

3.3.2 Procurement System

The State’s procurement processes are partially modernized through an iValua procurement platform. The Department of General Services (DGS) is responsible for overseeing and enhancing the overall procurement processes and solutions. Under Executive Order

01.01.2024.38 (https://procurement.maryland.gov/wp-content/uploads/sites/12/2025/03/EO-01.01.2024.38-Delivg-Efficient- EquitableCompetitive-Procrmt-System-for-MD.1.24.25-1.pdf) DGS is enhancing the iValua platform to improve the user experience and streamline procurement processes.

3.3.3 Other Key Systems

The following systems in Table 3: Other Key Systems below have been implemented and are currently being enhanced to support State-level functionalities. At this time, the State has not determined if these systems will continue to be interfaced or migrated into another system.

Table 3: Other Key Systems (in alphabetical order)

ID System Description 1 Bank Account Information System

(BAIS)

The Treasury BAIS is a centralized platform for all the State agencies bank accounts requests. The system assists the STO Banking division to perform drawdown of funds from federal programs and grants, FedWire payments, foreign currency transactions, check and ACH payments, cancellations and reissues of checks.

2 Budget Analysis and Reporting System (BARS)

BARS is Maryland’s centralized budgeting platform, overseen by the Department of Budget and Management (DBM), and utilized by State agencies to formulate, manage, and submit budget requests. The system supports the entire budget lifecycle—including planning, execution, adjustments, and reporting—and facilitates HR reconciliation with the comptroller payroll register and Workday. BARS also enables position reconciliation, management of budget adjustments, journal entries, and comprehensive financial reporting.

Additionally, agencies use BARS to review the prior fiscal year’s spending and budget data to inform future budget estimates.

3 Central Payroll Bureau (CPB) Statewide Workday Payroll solution that processes payroll every two weeks for approximately 104,000 State employees and integrates with the University Systems of Maryland and the Department of Transportation to interface personnel transactions.

4 Government Efficiency and Accountability Review System

(GEARS)

The Government Efficiency and Accountability Review System is a PeopleSoft ERP solution for the Maryland Judiciary that integrates the financial and human resource functions of the department and integrates with FMIS R*STARS applications.

5 Human Resources Information System (HRIS)

Also known as Statewide Personnel System (SPS), HRIS is a cloud-based human resources

ID System Description management, benefits, and time tracking system implemented on Workday.

6 MDOT – MSTARS Department of Transportation’s Financial system to track procurement and all financial operations within the department, and interfaces with FMIS applications.

7 University Systems of Maryland Multiple ERPs such as Oracle, PeopleSoft, Workday, and Infor have been implemented at various State universities to interface financial data with FMIS applications.

3.3.4 Custom Interfaces and Integrations

1. Use of Excel spreadsheets to simulate automated interfaces

2. Interfaces with federal systems, banks, and third-party vendors

3. Includes batch processing, flat files, point-to-point, EDI, and custom APIs for data exchange

4 Outcomes and Objectives

4.1 Desired Outcomes

The State Financial Modernization technology transformation will provide standardized financial management for all State Agencies, establish modernized business and technology standards, create a single cloud-based modernized ERP system for the State of Maryland, establish a unified statewide data strategy for financial management, and provide operations support to the statewide Enterprise. These outcomes are crucial to the system's function and will enable all users to access quick, accurate, and efficient information.

The State Financial Modernization business transformation will provide an enterprise, agency/organization, and individual staff-level organizational transformation strategy and plan that addresses how to implement changes in the operations and processes with the new ERP system. This includes addressing readiness and needs, a comprehensive organizational change management strategy and execution plan, and a process management strategy for continuous optimization and improvement to achieve operational excellence and sustainability.

4.2 Statement of Objectives

The State of Maryland is seeking information on modern cloud-based ERP systems. Vendors are invited to respond and describe how your proposed solution can meet the following prioritized statement of objectives across the 15 functional process areas described in Section 3.2, Table 2: Financial Management Core Functions.

1. Transform Financial Management Through Standardization, Best Practices, and Strategic Alignment through a Single Statewide ERP system.

To drive statewide financial excellence by standardizing and harmonizing core financial management processes across all agencies. State Financial Modernization will incorporate industry best practices to enhance consistency, transparency, and operational efficiency, while allowing for statutory exceptions as needed. By minimizing manual and off-system workarounds, spreadsheets, and shadow systems, we aim to strengthen data integrity, support informed decision-making, and position the organization for scalable, future-ready financial management operations.

2. Drive Statewide Financial Management Transparency and Compliance.

To enable statewide financial transparency and accountability by delivering a single source of truth for financial data and processes across all agencies. The ERP system will provide real-time visibility into financial operations and interfacing systems, ensuring compliance with Generally Accepted Accounting Principles (GAAP), Governmental Accounting Standards Board (GASB) standards, State statutes, and federal grant reporting requirements. State Financial Modernization will strengthen fiscal governance, support data-driven decision-making, and enhance public trust through consistent, accurate, and timely financial reporting.

3. Enable a Scalable, Event-Driven Integration Infrastructure with Open Standards and Modular ERP Architecture.

Implement a cloud-based modular ERP architecture that supports modern integration patterns, including API-first design, event-driven messaging, and service-oriented interoperability. The system will enable seamless, bi-directional data exchange with both external and internal systems through standardized protocols and open data formats, ensuring extensibility, scalability, and avoiding vendor lock-in.

4. Implement an Agile ERP Solution That Maximizes Value and Minimizes Disruption.

Implement a modern ERP solution that enables an agile, iterative deployment strategy that avoids the risks and operational disruptions associated with a traditional “big bang” approach to reduce implementation risk, accelerate time-to-market, and make efficient use of limited State resources, support phased rollouts, enable continuous improvement, and promote regular review cycles to ensure the system remains aligned with evolving business and statutory needs.

5. Empower the Workforce Through Role-Based Training, Change Management, and Sustainable Knowledge Transfer.

To support workforce enablement and organizational change management by delivering scalable, role-based training, and onboarding strategies aligned with the ERP system.

This includes simulation-based learning, intuitive, role-tailored user experiences, and robust security frameworks. The objective is to empower State personnel with the tools and knowledge necessary to adopt new processes effectively, foster collaboration, and ensure sustainable operations after go-live, thereby reducing long-term reliance on external contractors and consultants.

6. Optimize ERP Value Through Cost Transparency, Scalable Performance, and Future-Ready Innovation.

To optimize the total cost of ownership and ensure long-term sustainability by implementing an ERP solution with predictable cost structures, efficient upgrade paths, and scalable performance. The system will provide transparent cost models for licensing, hosting, and ongoing support, while enabling future technology modernization— including AI-driven automation, advanced analytics, and cloud elasticity—to maximize return on investment and operational agility.

7. Enable Data-Driven Decisions with Intuitive Reporting and Self-Service Analytics.

To deliver comprehensive, built-in reporting and analytical capabilities that empower stakeholders at all levels, including the public, with user-friendly dashboards, self-service analytics, and real-time insights. The ERP system will support ad hoc queries, drill-down and drill-around functionality, as well as intuitive data visualization tools. It will also enable external reporting (such as an Annual Report), public transparency portals and citizen-facing dashboards to promote open government, enhance public trust, and support data-driven decision-making, operational transparency, and strategic performance monitoring across the enterprise.

8. Embed Compliance and Control into Core Financial Processes.

To strengthen internal controls and enhance audit readiness by embedding compliance mechanisms, segregation of duties, and exception monitoring directly into the ERP solution. The solution will provide automated alerts for key control issues—such as duplicate payments, over-threshold expenditures, and grant non-compliance—while maintaining complete audit trails for all transactions and approvals to ensure transparency, accountability, and regulatory compliance. It will also conform to all applicable control standards and policies, provide an appropriate IT general control structure, and include transaction-level control features and technology. The proposed solution should enable, modernize, and operate the State’s internal control framework.

9. Empower Business-Led Operations Through a Modern Cloud ERP Platform.

Implement a modern ERP solution that reduces the State of Maryland’s dependency on IT programming and development resources by enabling business users to manage and configure the system through intuitive, user-friendly tools. The platform must support strong governance, embedded controls, and proven best practices to ensure secure, compliant, and efficient operations and maintenance.

10. Enable Modern Cybersecurity, Information Security, and Accessibility Standards.

To enable and enforce modern cybersecurity and information security policies, standards, and procedures within the ERP system to safeguard the State’s digital assets and protect citizens’ data. The solution will be designed to proactively address current and emerging security threats, ensuring system integrity, secure access, and compliance with evolving cybersecurity and information security frameworks and guidelines— including adherence to FedRAMP-qualified security controls for cloud-based environments, SOC 2 certification, and IRS Publication 1075.

In addition, the system will conform to Section 508 of the Rehabilitation Act and meet Web Content Accessibility Guidelines (WCAG) 2.1 Level AA standards to ensure that digital services are accessible to individuals with disabilities. This includes implementing inclusive design principles, supporting assistive technologies, and maintaining accessibility throughout the system lifecycle—from development through deployment and ongoing maintenance.

For additional information, please refer to:

• The State of Maryland’s Information Technology Security Policy (https://doit.maryland.gov/policies/ci/Pages/IT-Security-Policy.aspx)

• State of Maryland Information Technology Security Manual ( https://doit.maryland.gov/policies/ci/Documents/Maryland-IT-Security- Manual-v1-2.pdf )

• Comptroller of Maryland Accessibility Policy (https://www.marylandcomptroller.gov/accessibility-policy.html)

5 General Vendor Profile Questions Please complete the following table and include it with your submission.

Table 4: General Vendor Profile Questions

ID Vendor Questions Response 1 Company Name 2 Authorized Contact Name 3 Contact email 4 Company URL 5 Are you a State of Maryland

Certified Minority Business Enterprise (MBE)?

6 Are you a State of Maryland Certified Veteran-Owned Small Business Enterprise (VSBE)?

7 Are you a State of Maryland Certified Small Business Enterprise (SBE)?

8 Do you have any current contracting vehicles with the State of Maryland that would allow for piggybacking by another state agency?

9 Do you have any contracting vehicles with any government agency or organization outside the State of Maryland?

6 General Proposed Solution Questions Please complete the following table and include it with your submission.

1. What is the name and version of your modern proposed solution?

2. What are the products, item numbers, or SKU numbers of your proposed solution?

Identify the core modules, advanced modules, proprietary tools, and third-party applications.

3. What are the cloud hosting options of your proposed solution?

4. Describe your proposed solution’s features and capabilities to support technology disaster recovery and broader business continuity plans.

5. Has your product been involved in a cybersecurity breach (an incident where protected data has been accessed by unauthorized individuals) in the last five (5) years? If so, please describe the date(s) and description of the breach.

6. List five (5) public-sector state governments with similar functional scope, in production for more than three (3) years, using your proposed solution statewide.

7. Provide at least two (2) public-sector state agencies for each industry in Section 3, Table 1, Industry Segments in production greater than three (3) years using your proposed solution.

8. Describe your proposed solution’s average implementation time for a statewide implementation that transitioned from a mainframe financial management system to a cloud-based ERP system?

9. Describe your proposed solution minimum viable product (MVP) for an environment of our size and complexity. For reference, the State is expecting a multi-phased implementation spanning multiple years. The desired phasing strategy may be organized by functional areas (core financials, supply chain management, and other financials), capability and industry with multiple release waves in each phase.

10. Please describe your organization’s recommended best practices, methodologies, and support services for implementing and deploying your proposed solution in a complex multi-agency enterprise-wide environment. In your response, include details on your standard implementation framework and timelines with both vendor and State key roles and responsibilities. Also include project governance and decision-making structures, data migration and testing strategies, change management and training support, and how you ensure a smooth transition from our legacy systems to your proposed solution.

11. What team composition is needed to support Maintenance and Operations post-implementation of your proposed solution? Your response should include team size, qualifications, and roles and responsibilities to be performed.

12. Describe your proposed solution’s partnerships with authorized integrators, implementors, maintenance, and support, and other professional services organizations. Describe in detail the typical scope of work performed with your partners.

13. Solution licensing fees are expected to commence at the time of system implementation. Describe how your proposed solution will accommodate this requirement.

14. Describe how your proposed solution licensing fees are ramped up during implementation, post-implementation, and ongoing maintenance and support stages. Note that we are currently expecting a phased implementation spanning multiple years.

15. Describe your proposed solution’s ability to create an integration platform to interact with other statewide applications. Describe your proposed solution’s application program interface (APIs) ability to exchange data with other financial, supply chain and human resource systems. Describe what is included as standard, out-of-the-box, integrations and what is typically custom-built.

16. Describe your proposed solution’s current Artificial Intelligence (AI) capabilities and key enhancements planned for deployment over the next 3-5 years. Include in your response how your proposed solution manages risk, applies governance and manages compliance of AI statewide.

7 References Provide at least (3) three past state customer references of equal or greater size, scope, and complexity where your proposed solution has been in production greater than three (3) years. References from Section 6, General Proposed Solution Questions are acceptable to include in this section.

For each reference, please provide the following:

1. Public sector name

2. Project title/description of services

3. Period of performance / Implementation or installation period

4. Solution, products and version installed

5. Installed user base

6. Contact name

7. Contact title

8. Contact phone

9. Contact email

8 Submittal Instructions for Respondents This RFI is being issued by the COM to seek initial input through a written response. Once the responses have been received, the State may request that some respondents make an on-site presentation of their approach. This presentation is informational only, for the purpose of market research and is not a proposal evaluation process.

Written Responses and Questions shall be submitted via e-mail to the Procurement Officer identified below:

Tracy Cain, Procurement Officer E-mail: tcain@marylandtaxes.gov

The final deadline for written questions is January 7, 2026, 5:00 PM Eastern Time. No questions will be accepted after the deadline has passed. The subject line in the e-mail submission shall state "Cloud-Based Modern ERP Solution RFI Question."

The sole point of contact for this RFI is the Procurement Officer.

RFI Responses shall be submitted to the Procurement Officer via e-mail by January 26, 2026, 5:00 PM Eastern Time. The Procurement Officer will not accept submissions after the stated date and time. The time of receipt will be the local time as determined by the COM's email system time stamp. Responses to the RFI are to be submitted via email as MS Word and/or Adobe PDF files. The subject line in the e-mail submission shall state "Cloud-Based Modern ERP Solution RFI Response."

Respondents should give specific attention to the identification of those portions of their response that they consider confidential, proprietary, commercial information, or trade secrets, and provide justification why such materials, upon request, should not be disclosed by the State under the Public Information Act, Title 4, Subtitle 2, of the General Provisions Article of the Annotated Code of Maryland. Vendors are advised that, upon request for this information from a third party, the Procurement Officer will be required to make an independent determination regarding whether the information may be disclosed.

The inside title of the RFI is to be marked:

Cloud-Based Modern ERP Solution Request for Information (RFI) COM660001

Name of Respondent

The purpose of the following section is to describe the format the respondents should use in responding to this RFI. The COM is very interested in your comments, ideas, and opinions concerning a cloud-based modern ERP solution.

The Sections that must be included in your response to the RFI are:

1. Transmittal Letter (separate MS Word or Adobe PDF file, named “Cloud-Based Modern ERP Solution RFI Transmittal Letter Vendor Name”). The transmittal letter should be in the form of a standard business letter, signed by a vendor-authorized individual, and should note the following:

• A statement that proprietary information is included, if applicable. The vendor should place all confidential data in a separate file, clearly marked “Cloud-Based Modern ERP Solution RFI Confidential”. All data should be titled and reference the question or topic to which it is related.

2. Response (separate MS Word or Adobe PDF file, named “Cloud-Based Modern ERP

Solution RFI Response Vendor Name”)

• Please provide responses to Sections 4-7 including the Statement of Objectives, General Vendor Profile Questions, General Proposed Solution Questions, and References. Additionally, please feel free to provide any comments, observations, or suggestions that may assist the COM in planning for this procurement. This response should be limited to 20 pages.

3. Product Brochures (separate MS Word or Adobe PDF file, named “Cloud-Based

Modern ERP Solution RFI Brochures Vendor Name”)

• Product literature, white papers, and other publications that the respondent would like to submit in response to the RFI are to be emailed as separate files.

Attachments may not exceed 5MB per e-mail. If your submission includes attachments that exceed 5MB, please contact the Procurement Officer to arrange delivery by a method other than e-mail.

9 Appendices

9.1 Appendix 1 – Industries with Example Agencies

Table 5: Industries with Example Agencies (in alphabetical order)

ID Industry Segment Example Agencies 1 Administrative • Boards, Commissions, and Offices (BCO)

• Department of Social and Economic Mobility

• Executive Department - Governor (GOV)

• Governor's Office for Children

• Office of Deaf and Hard of Hearing (ODHH)

• Secretary of State (SoS)

• State Archives

• Office of Administrative Hearings (OAH)

2 Economic and Workforce

Development

• Department of Commerce

• Department of Labor (DOL)

• West North Avenue Development Authority

(WNADA)

• Maryland Stadium Authority (MSA)

3 Education • Department of Juvenile Services (DJS)

• Maryland State Department of Education

(MSDE)

• Historic St. Mary's City Commission

(HSMCC)

• Maryland Higher Education Commission

(MHEC)

• Maryland School for the Deaf (MSD)

• Maryland State Library Agency (MSLA)

• Office of the Inspector General of Education

(OIGE)

4 Environmental Protection and Natural Resources

• Canal Place Preservation and Development

(CPPDA)

• Department of Agriculture (MDA)

• Department of Natural Resources (DNR)

• Department of the Environment (MDE)

• Maryland Energy Administration (MEA)

• Maryland Environmental Services (MES)

5 Financial Oversight • Comptroller of Maryland (COM)

• Department of Budget and Management

(DBM)

• Department of Information Technology (DoIT)

• Property Tax Assessment Appeals Boards

(PTAAB)

• State Department of Assessments and Taxation (SDAT)

• State Treasurer's Office (STO)

6 Health and Human Services • Department of Human Services (DHS)

• Maryland Department of Health (MDH)

• Maryland Office of the Inspector General for Health (OIGH)

• Maryland Health Benefit Exchange (MHBE)

7 Higher Education • Bowie State University

• Coppin State College

• Frostburg State University

• Salisbury University

• Towson University

• Universities at Shady Grove

• University of Baltimore

• University of Maryland Baltimore County

• University of Maryland Center for

Environmental Science

• University of Maryland Eastern Shore

• University of Maryland Global

• University of Maryland, Baltimore

• University of Maryland, College Park

• University Systems of Maryland Office

8 Judicial • Judiciary

• Maryland Tax Court (MTC)

• Office of People's Counsel (OPC)

• Office of the Attorney General (OAG)

• Office of the Public Defender (OPD)

• Office of the State Prosecutor (OSP)

• Public Service Commission (PSC)

• Subsequent Injury Fund (SIF)

• Workers' Compensation Commission

(WCC)

9 Public Safety and Corrections • Department of Public Safety and Correctional Services (DPSCS)

• Department of State Police (DSP)

• Governor's Office of Crime Prevention, Youth, and Victim Services (GOCPYVS)

• Legislative Branch

• Maryland Department of Emergency

Management (MDEM)

• Military Department (MIL)

10 Regulatory Oversight & Public

Service

• Alcohol, Tobacco and Cannabis Commission

(ATCC)

• Department of General Services (DGS)

• Interagency Comm. For Public School

Construction (IAC)

• Maryland Cannabis Administration (MCA)

• Maryland Commission on African American

History and Culture (MCAAHC)

• Maryland Institute For Emergency Medical

Services System (MIEMSS)

• State Board of Elections (SBE)

11 Technology and Administration • Department of Information Technology

(DOIT)

12 Transportation and Infrastructure • Department of Transportation (MDOT) o The Secretary Office (TSO) o Maryland Aviation Administration

(MAA)

o Maryland Port Administration (MPA) o Maryland Transit Administration (MTA) o Maryland Transportation Authority

(MDTA)

o Motor Vehicle Administration (MVA) o State Highway Administration (SHA)

For a complete index of agencies, please refer to https://www.maryland.gov/pages/agency_directory.aspx