In Singapore, an SI ties your network, infrastructure, applications, and security into one working system — so the decision turns less on who is biggest and more on who has delivered your exact project shape, in your sector, recently. Use this checklist to separate a true integrator from a reseller with an engineering wing before you commit.
How to evaluate a systems integrator (SI) in Singapore
- Ask for a current-state assessment of your environment before any proposal, and treat a fixed quote offered without one as a flag to scope more carefully.
- Establish project governance up front — milestones, named owners, a risk register, and a change-control process — and write missed-milestone penalties and early-delivery incentives into the contract.
- Separate a true integrator from a reseller: ask what share of revenue is licence resale versus services delivery, and insist on resumes for the proposed project lead, lead architect, and lead engineer with their availability in writing.
- Match certifications to your sector — ISO 9001/27001 and bizSAFE as a baseline, plus GeBIZ registration and IM8 alignment for government work, MAS TRM experience for finance, or OEM grades (Cisco, HPE Aruba, Fortinet) for the platforms they integrate — and ask for the certificate, not a logo.
- Request two similar Singapore references of comparable size and scope completed in the last 18 months, and ask to speak with them on a short reference call.
- Pin down the exit before you sign: handover documentation, admin access transfer, warranty period, and a tiered support-escalation path (P1/P2/P3) — and check whether the engagement qualifies for PSG or EDG support before budgeting.
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- Confirm key details directly with the vendor — this listing isn't vendor-managed yet.
- Ask for two recent Singapore client references you can speak with.
- Ask for a written scope of services before comparing quotes.
- Request evidence of relevant certifications and their current validity.
Questions to ask
- Will you run a current-state assessment first, and how do milestones, owners, risks, and change control get governed through delivery?
- Can you share two Singapore clients of my size and scope from the last 18 months that I can speak to?
- At handover, what documentation, admin access, and warranty do I receive, and what is the support-escalation path when something breaks?
- What proportion of your revenue is services delivery versus licence resale, and which named staff will actually deliver my project?
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