90-Day Supply Chain Control System Build
Move the roadmap into operating control.
The 90-Day Build is a bounded implementation—not a collection of disconnected consulting workstreams. SCP and the client select the minimum module set justified by the evidence, define decision rights and operating acceptance, and install the process, data, systems, governance, and cadence required to control the targeted risks.
The Build follows an accepted Assessment or equivalent evidence. It is not sold as a universal package.
When a Build is appropriate
A Build may fit when:
- the problem and executive consequence are defined;
- the baseline and data-confidence limits are understood;
- the client has an accountable executive sponsor and operating owners;
- the required process, data, system, and governance changes can be bounded;
- the work can reach observable operating acceptance within the agreed period;
- client participation and decision availability are credible.
Example module areas
The selected modules depend on the findings. They may include:
- supplier-risk and recovery management;
- demand-to-supply and material-planning cadence;
- purchasing controls and approval workflow;
- item, BOM, supplier, and lead-time master-data governance;
- inventory visibility and exception management;
- NPI and ramp-readiness management;
- KPI and executive management cadence;
- ERP/data readiness and targeted workflow configuration;
- decision, action, escalation, and ownership controls.
These are examples, not a promise that every module is included in one engagement.
Every selected module defines
- the operating problem and decision affected;
- the current baseline and evidence confidence;
- the included process, data, system, and governance work;
- the client owner and required participation;
- the deliverable and operating acceptance condition;
- exclusions, dependencies, risks, and handoff;
- whether technology work is configuration, integration, analytics, workflow, or a later separately approved build.
How the work proceeds
1. Confirm the control objective
Translate the accepted finding into a specific operating decision, workflow, ownership model, and measurable acceptance condition.
2. Stabilize the immediate risk
Contain the most consequential continuity, commitment, visibility, or decision failure inside the agreed scope.
3. Standardize the operating method
Define roles, policies, workflow, master-data rules, KPIs, meeting cadence, escalation, and handoff.
4. Configure the enabling system
Use existing systems where possible. Add targeted automation or integration only when the process, system of record, data boundary, security requirements, and approval path are clear.
5. Put the control into operation
Run, test, and correct the process with the people who will own it.
6. Accept and transfer
Verify the operating result against the agreed acceptance conditions and transfer ownership, documentation, and remaining backlog.
Client responsibilities
The client remains responsible for:
- executive sponsorship and timely decisions;
- assigning operating owners;
- providing approved access to relevant people, evidence, and systems;
- completing client-owned actions and approvals;
- resolving policy, staffing, legal, security, and production decisions within its authority;
- accepting the operating result and owning the process after handoff.
Scope follows evidence
The Build does not promise:
- a full ERP replacement;
- unrestricted custom software;
- open-ended supplier management;
- unlimited sites, suppliers, meetings, or executive access;
- unapproved client-system changes;
- guaranteed savings, supplier recovery, delivery performance, or business outcomes.
Any connected-system, production, security, data, vendor, or client-communication action requires the applicable separate approval.
Start with the evidence
A Build is normally considered after an Assessment or equivalent evidence establishes the target problem, scope, ownership, and acceptance conditions.