Kwartał do uruchomienia produkcyjnego
Jak uruchamiamy katalog, zamawianie i realizację zamówień w 90 dni.
Paritosh Kulkarni
When we tell manufacturers we can have live catalog, ordering, and fulfillment in 90 days, the usual response is skepticism. The last ERP project took 18 months and didn't finish. How is this different?
The answer is scope discipline.
What we don't do in the first quarter
We don't try to connect every system. We don't wait for a warehouse go-live. We don't create a universal schema. All of those things may come later, but they are not the wedge.
The wedge is a single, high-value process output someone actually uses. Usually it's one of three things: a live catalog you can price from, an AI-assisted supplier-calling queue, or BOM and work-order analysis that produces a plan of manufacturing.
The 90-day shape
Days 1 to 20 are capture. We map how you price, order, and fulfill today (sheets, email, tribal knowledge) and stand up read-only extraction that touches nothing in production.
Days 21 to 50 are validation. We compare the live view to what the people who actually buy and fulfill already know to be true.
Days 51 to 75 are the live run. The queue sits beside the existing process. Procurement uses both. We fix what's wrong.
Days 76 to 90 are handoff. We document the workflow, train whoever owns the next PO, and establish a support cadence.
Why it works
The constraint isn't technical. It's organizational. By scoping to a single process output, we have one stakeholder, one definition of done, and one set of sources to touch. That's what makes 90 days possible.
The second and third quarters are where we expand. But only after the first one has proven that parts can actually get priced, ordered, and fulfilled in time.