RAPID 90 · Finance & Supply Chain
A qualified route to a controlled enterprise first release.
ComplexityControlled
RAPID 90 is InteliSense's accelerated Dynamics 365 Finance and Supply Chain Management route for organisations with real enterprise complexity, where the first-release operating model, scope, dependencies and governance can be understood and controlled.
Enterprise acceleration is earned. Acceleration continues only while the conditions for acceleration remain true.
What RAPID 90 is
A standard-first enterprise route with the boundaries agreed before delivery.
RAPID 90 combines qualification, a bounded first release, fit-to-standard delivery, explicit confidence gates and a clear commercial commitment. The objective is to establish a coherent enterprise finance and operational core without letting customisation, data, integrations or unresolved decisions quietly expand the programme.
Qualified enterprise scope
The first-release operating model and footprint are understood before delivery is committed.
Standard first
Microsoft standard capability is used wherever it supports the required business outcome.
Bounded first release
What is in, what is deferred and what belongs in a later wave stays visible.
Confidence gates
Acceleration continues only while the conditions for acceleration remain true.
Shared responsibility
Customer and InteliSense responsibilities are agreed before delivery begins.
Commercial clarity
A fixed delivery fee is agreed for the qualified first-release scope, after qualification.
Controlled expansion
Additional entities, sites and countries are qualified and governed as separate waves.
The outcome
A coherent enterprise finance and operational core.
Dynamics 365 Finance and Supply Chain Management brings financial control and operational execution onto one Microsoft platform. Which capabilities belong in the first release is confirmed through qualification.
One enterprise finance core
Consistent financial records, dimensions and control.
Governed procurement
Buying connected to suppliers, commitments, receipts and cost.
Connected demand and fulfilment
Orders connected to customers, stock, cost and revenue.
Operational visibility
Inventory, warehouse and production information from a common platform.
Management information
Financial and operational reporting from one enterprise data foundation.
Microsoft ecosystem
Extension potential across Power Platform, Power BI, Dataverse and Azure.
Who it is for
A quick read before anything else.
Company size is not the test. Operating model consistency, readiness and decision velocity matter far more than scale.
Likely fit
- The first-release operating model can be described
- Core processes align closely with standard capability
- Standardisation is an accepted enterprise objective
- The first-release footprint can be bounded
- Business-critical integrations are known
- Data owners exist and can make decisions
- Finance and operational leaders are available
- Executive sponsorship carries real authority
- Cross-functional decisions can be made at delivery pace
Requires deeper qualification
- The enterprise template is still being designed
- Entities expect materially different solutions
- Local statutory requirements are unresolved
- The integration architecture is unknown
- Manufacturing is highly engineered or dependency heavy
- Warehouse automation dominates the programme
- Data ownership or quality is unclear
- A large detailed historic migration is treated as mandatory
- Major scope decisions remain politically unresolved
Nothing on the right is an automatic exclusion. It means the item needs to be understood before it is assumed to fit an accelerated first release.
The first release
Potential first-release capability areas.
These are capability areas that a qualified first release can contain. They are not an automatic bundle.
Potential first-release capability areas
Finance
General ledger, accounts payable, accounts receivable, cash and bank, financial dimensions, tax and localisation where qualified, period-end controls and financial reporting. Fixed assets where required and qualified.
Procurement
Vendors, requisitions and purchase orders where required, receipts, invoice processing and approval authority appropriate to the first release.
Sales and order management
Customers, sales orders, fulfilment, invoicing and credit control where qualified.
Inventory
Product and item data, on-hand visibility, movements, tracking dimensions and valuation.
Warehouse
Standard or controlled warehouse processes where the operating model and complexity have been qualified.
Planning
Controlled demand and supply planning where policies, lead times and dependencies are understood.
Manufacturing
Production where the manufacturing model aligns to standard capability and the shop-floor and costing requirements have been qualified.
Reporting, security and data
Core management and operational reporting, a role and approval model appropriate to the first release, and qualified master data, opening positions and agreed open transactions.
Requires deeper qualification
Multi-entity rollout
Entity count is not the test. What matters is how much of the process, chart of accounts, security, reporting and cutover genuinely differs between entities.
Multi-country rollout and localisation
Statutory accounting, tax, e-invoicing, regulatory reporting, payment formats and local banking are assessed on their merits rather than assumed to be either trivial or prohibitive.
Advanced warehouse automation
Standard and controlled warehouse processes can qualify. Robotics, specialist scanning, external WMS dependency or highly engineered operations need deeper assessment.
Highly engineered manufacturing
Bounded production can qualify. Complex scheduling, process manufacturing, specialist shop-floor execution and deep quality or costing requirements need to be understood first.
Complex planning
Sophisticated demand, supply, capacity or forecasting requirements are qualified before they are assumed to belong in the first release.
Extensive integrations
A contained set of well-understood critical interfaces can sit inside the qualified scope. A large or unresolved estate can change the route.
Heavy customisation and specialist solutions
Large bespoke extensions, or requirements dependent on significant ISV capability, affect scope, testing, support and upgrade complexity.
Large historic migration and complex reporting
Detailed historic transactional volume, poor-quality legacy data and business-critical reporting all need a deliberate decision rather than an assumption.
The qualified first release contains only the capabilities, processes, entities, locations, data and dependencies explicitly agreed for that customer.
Finance is the enterprise foundation. Everything else is a candidate, not an inclusion. Where an area needs deeper qualification, the outcome can be any of the following.
- Include it in the qualified first release
- Simplify the requirement
- Defer it
- Use an established ISV
- Run it as a separate workstream
- Agree a commercial variation
- Move it to a later rollout wave
- Use standard Finance and Supply Chain delivery
- Begin with Transform
Enterprise footprint
A wide footprint is not a choice between everything at once and nothing at all.
A controlled first release can establish and prove a common enterprise template or operating pattern before additional entities, sites or countries are introduced through governed rollout waves. This is a possible shape, not a mandated method, and later waves are separately qualified and governed.
01
Qualify the enterprise model
Understand where the operating model is genuinely common and where it genuinely differs.
02
Establish a common template
Define the enterprise pattern for process, finance structure, data and security.
03
Qualify the first-release footprint
Agree which entities, sites and countries the first release covers.
04
Prove the first release
Validate that the template works operationally before it is extended.
05
Stabilise
Let the business operate on it, then correct what real use reveals.
06
Expand through governed waves
Later waves are separately qualified, scoped, governed and committed.
Template and local requirements
Standardise the common process. Preserve justified local requirements.
A global template is not a local replica, and standardisation does not override the law. Qualification separates a genuine statutory or regulatory obligation, which is designed in, from a legacy local preference, which is challenged.
Standardise the common process
Use standard capability where it supports the required business outcome.
Preserve justified local requirements
Statutory and regulatory obligations are designed in, not standardised away.
Differentiate where it matters
Protect the processes that genuinely create commercial advantage.
Challenge legacy preference
Local difference should be justified by the business or the law, not by history.
Keep the platform supportable
Unnecessary extension adds testing, support and future upgrade cost.
How delivery works
Seven stages, with the decisions visible from the start.
The stages make operating decisions, validation, proving, responsibilities and cutover explicit rather than implied.
Qualify
Confirm fit, first-release scope and footprint, complexity, responsibilities and commercial boundaries.
Prepare
Confirm governance, process and data owners, environments, users and critical dependencies.
Validate
Walk representative end-to-end processes with representative data before assumptions become embedded.
Configure
Build the qualified enterprise operating core and template.
Prove
Test end-to-end processes, controls, data, security, integrations and reconciliation.
Cutover
Complete migration, reconcile opening positions and confirm operational readiness.
Operate
Move into live use, stabilisation, adoption and prioritised improvement.
Confidence gates
Acceleration continues only while the conditions for acceleration remain true.
Four gates re-confirm the position before the next stage of investment. A gate is a decision point, not a penalty.
Gate 1
Before commitment
Qualification gate
Establishes whether RAPID 90 is a responsible route before anyone commits to it.
Confirmed at this gate
- Target first-release outcome
- Fit to standard
- Common operating model
- Finance scope
- Supply chain scope
- Legal entities in the first release
- Countries and localisations
- Critical integrations
- Material ISV dependencies
- Any major customisation
- Named business ownership
- Decision governance
- Commercial boundary
Decision
Proceed · Proceed with conditions · Re-scope · Select another route
Gate 2
Before accelerated configuration
Readiness gate
Confirms the organisation can sustain the pace before configuration builds momentum.
Confirmed at this gate
- Process owners
- Entity and local leads where applicable
- Data owners
- Source data availability
- Representative data
- Environments
- Subject-matter experts
- Critical dependencies
- Required decisions
- Customer availability
Decision
Proceed · Resolve the readiness issue · Pause acceleration
Gate 3
Before cutover
Prove gate
Confirms the business can genuinely operate on the configured model. What is proven is set by the qualified risk, not by a fixed checklist.
Confirmed at this gate
- Critical end-to-end scenarios
- Financial controls
- Data validation
- Financial reconciliation
- Inventory valuation where applicable
- Work in progress where applicable
- Integrations
- Security and segregation of duties
- Reporting
- Local and statutory requirements
- Performance and volume where materially relevant
- Business readiness
Decision
Proceed · Remediate · Re-plan · Re-scope
Gate 4
Before live operation
Cutover gate
The go or no-go decision, made on evidence rather than momentum.
Confirmed at this gate
- Opening positions reconcile
- Inventory, work in progress and open positions understood where applicable
- Users and access ready
- Integrations available
- Critical business processes working
- Local requirements addressed
- Cutover responsibilities understood
- Support and stabilisation arrangements ready
- Material residual risks explicitly understood
Decision
Go · No-go · Controlled deferral
Shared responsibility
Enterprise acceleration requires sustained customer capacity.
A programme cannot move faster than the organisation can decide, validate and own the outcome. Both sides know what they own before delivery begins.
The customer owns
- Executive sponsorship and authority
- Programme leadership
- Finance ownership
- Supply chain ownership
- Warehouse and manufacturing ownership where in scope
- Entity and local leads where applicable
- Process owners
- Data owners, cleansing decisions and validation
- Subject-matter experts and key users
- Timely cross-functional decisions
- Business testing participation
- Cutover responsibilities and sign-off
InteliSense owns
- Qualification and route recommendation
- Enterprise template and solution design
- Standard-first configuration
- Migration structure, tooling and execution
- Integration design and build within the agreed scope
- Security and role model design
- Test approach and coordination
- Cutover planning and support
- Governance, decision log and change control
- Delivery leadership and reporting
Decision rights
Fast delivery requires fast, accountable decisions.
Governance exists to resolve the decisions that hold delivery up. These are the ones that usually matter.
- Enterprise template decisions
- Justified local exceptions
- Scope priority
- Customisation decisions
- Data ownership
- Integration dependencies
- Deferred requirements
- Readiness exceptions
- Go and no-go decisions
Commercial certainty
Qualification first, then the commitment.
A fixed delivery fee applies only once the qualified first-release scope, enterprise footprint, assumptions, dependencies and responsibilities have been agreed. It is never offered before the requirement has been qualified.
The sequence
- Qualification
- First-release scope
- Enterprise footprint
- Assumptions
- Data boundary
- Integration boundary
- Customer responsibilities
- Third-party dependencies
- Readiness
- Agreed commercial commitment
Costed separately
- Microsoft licensing
- ISV licensing and fees
- Customer-side resource and backfill
- Third-party and vendor costs
- Requirements outside the agreed first release
- Later rollout waves
Fixed fee does not mean unlimited scope.
A qualified integration, extension, entity or localisation requirement can sit inside the agreed commercial scope where it was explicitly included. What is not qualified is not silently absorbed.
Change control
A new requirement is assessed, not absorbed.
If something new appears after the first-release scope is agreed, the options stay visible.
- Swap a lower-priority requirement
- Use standard capability instead
- Defer it
- Move it to a later rollout wave
- Use an approved ISV
- Agree a commercial variation
- Reassess the delivery route
If RAPID 90 is not right
The honest recommendation may be a different route.
Qualification can conclude that RAPID 90 fits, fits with conditions, or is the wrong shape. All three are useful answers.
Standard Finance & Supply Chain delivery
The requirement is sound but the enterprise complexity needs a conventional delivery shape rather than an accelerated one.
Explore Finance & Supply ChainTransform
The operating model, enterprise template or first-release boundary needs to be defined before any delivery route is chosen.
Explore TransformRecover
An existing programme has stalled, overrun or lost confidence. Establish what is true and stabilise before accelerating anything.
Explore RecoverOptimise
Finance and Supply Chain is already live and stable. The value is in improvement, reporting, automation and adoption rather than replacement.
Explore Optimise
After go-live
The first release should create a foundation, not an ending.
Later priorities are based on live operational experience and value rather than assumptions made before the platform was used. None of this is a contractual obligation.
Step 1
Operate
The business runs on the first release with support in place.
Step 2
Stabilise & support
Correct what real operational use reveals and build confidence.
Step 3
Optimise
Improve process, reporting, automation and adoption where value justifies it.
Step 4
Expand
Extend capability, entities, sites or countries through separately governed waves.
Where later value tends to come from
Improvement is chosen, not assumed.
- User adoption
- Operational optimisation
- Financial process improvement
- Warehouse optimisation
- Planning improvement
- Manufacturing improvement
- Reporting and Power BI
- Automation
- Additional integrations
- Additional entities, countries and sites
- Subsequent rollout waves
- Data, AI and predictive intelligence
Check the fit
A two-minute read on whether RAPID 90 is a responsible route.
Five short questions covering situation, potential first release, enterprise footprint, complexity and readiness. The result is an honest directional signal, not an automated decision, and your answers are carried into the conversation.
Indicative signal
Answer the questions and we will show an honest directional signal. This is not an automated decision: it simply makes the first conversation more useful.
Your answers are carried through, so you will not be asked to repeat them. Final qualification is always a conversation.
Deeper qualification
The detail behind the decision.
Everything below is what qualification actually examines. Open only what matters to you.
Finance and supply chain scope
Entities, countries and security
Data and migration
Integrations, ISVs and reporting
Delivery, proving, cutover and governance
What makes RAPID 90 different
The difference is qualification, not speed.
Speed on its own is a promise anyone can make. What makes an accelerated enterprise route credible is everything that has to be true before, during and after the commitment.
Qualification
Enterprise complexity is understood before commitment.
Standardisation
Unnecessary variation is challenged, justified variation is protected.
Bounded first release
Scope, footprint and dependencies are explicit.
Early validation
Cross-functional assumptions are tested before they are embedded.
Data discipline
Preparation and reconciliation begin early, not at cutover.
Confidence gates
Each stage of investment is re-confirmed on evidence.
Commercial clarity
The boundary of the commitment is visible on both sides.
Controlled expansion
Later waves are separately qualified and governed.
Company size is not the test.
A large organisation with a common operating model, standard finance and a bounded first release may fit RAPID 90 better than a smaller organisation with bespoke manufacturing, unresolved localisation and a large integration estate.
Qualification looks at
- Legal entities
- Countries and localisation
- Operating model variation
- Finance complexity
- Warehouse complexity
- Manufacturing complexity
- Planning
- Integrations
- ISVs
- Data
- Security and segregation of duties
- Governance and decision velocity
Microsoft foundation
Finance and Supply Chain Management within a wider Microsoft platform.
Which technologies apply depends on the qualified first release. This is not a licensing guide or a promise that every capability is included.
Dynamics 365 Finance
The enterprise finance foundation.
Dynamics 365 Supply Chain Management
Procurement, inventory, warehouse, planning and production capability.
Power Platform
Controlled extension where there is a clear requirement.
Power BI
Management and operational reporting where justified.
Dataverse
A shared data layer where the qualified design requires it.
Azure and Fabric
Integration and data capability where the qualified architecture requires it.
Evidence
Customers talking about working with InteliSense.
These videos are evidence of customers working with InteliSense. They are not presented as RAPID 90 delivery evidence, and none of them should be read as a claim about a particular route, platform scope or delivery duration. Verified RAPID 90 evidence will be published here when it exists.
Customer voice
What customers say about working with us.
Customer voices
InteliSense customers
Hear our customers talk about InteliSense
Common questions
Questions enterprise buyers ask about RAPID 90.
Other RAPID routes
A different starting point may suit better.
RAPID 10 and RAPID 30 apply the same qualification thinking to different Microsoft platforms and levels of complexity.
Dynamics 365 CRM / Customer Engagement
RAPID 10
An accelerated route to a working customer engagement foundation where the sales or service process is well understood and close to standard.
Ideal when
- Sales or service process already understood
- Small number of users to onboard first
- Limited integration in the first release
- Decisions can be made quickly
Dynamics 365 Business Central
RAPID 30
An accelerated route to a standard finance and operations core for organisations whose processes fit the Business Central model closely.
Ideal when
- Single or simple multi-entity finance model
- Fit-to-standard is genuinely acceptable
- Data available and reasonably clean
- One clear decision-maker per area
Is the enterprise scope bounded enough?
Find out whether your Finance and Supply Chain requirement fits RAPID 90.
We will understand the enterprise operating requirement, bound the first release, qualify the complexity, make governance, data, integration and customer responsibilities visible, and agree the commercial commitment before delivery begins.
Not sure RAPID is right? How RAPID works