ERP Roadmap Development and Delivery Oversight
Situation
A growing furniture retailer had accumulated a patchwork of systems over a decade of acquisitions and organic growth. There was no technology roadmap — investment decisions were reactive, vendor relationships were unmanaged, and the leadership team had no visibility into what was delivering value.
Challenge
The CEO and CFO wanted a plan, not another assessment. They needed clarity on priorities, sequencing, and ownership — and they needed it fast, without a six-month consulting engagement that would just produce a slide deck.
Approach
Morris conducted a structured current-state assessment across finance, supply chain, merchandising, and store operations. He facilitated workshops with functional leads to surface pain points and prioritize by business impact. The output was a three-year technology roadmap with sequenced initiatives, investment estimates, and a governance model tied to business outcomes — not technology milestones.
Outcomes
- Prioritized three-year roadmap approved by executive leadership
- Investment clarity reduced reactive spend by an estimated 30%
- Governance framework established for vendor and project oversight
- First major initiative launched within 90 days of roadmap sign-off
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