Implement & Integrate | BASZ Group

Implement & Integrate

We help organizations implement change with clarity and control. Starting with a grounded understanding of current operations, systems, and risks.

If you're building an internal case, you'll find deeper detail and artifacts below.

Implementation isn't about speed. It's about not breaking things.

Every decision made during planning shapes what happens at go-live. Every assumption left unvalidated becomes a risk. Every integration point is a potential failure mode.

We start with understanding what's actually true. Not what the deck says or what the vendor promises, but what will survive contact with live operations.

You Might Be Here Because...

  • Preparing for a WMS / TMS / ERP implementation
  • Integrating operations after an acquisition
  • Transitioning between 3PLs or logistics providers
  • Evaluating vendors or defining system architecture
  • Planning organizational change with operational impact
  • Upcoming go-live with uncertainty about readiness
  • Leadership needs confidence before committing budget
  • Timeline pressure creating shortcuts that worry you
Four Implementation Pathways
Pathway 1

Readiness & Current-State Analysis

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What This Is

Operational assessments, data reality checks, and risk identification before commitments are made.

When It's Needed

Before vendor selection, contract signing, or detailed planning starts. When leadership needs confidence in what they're authorizing. When someone needs to validate what the vendor or integrator is proposing.

What We Do
  • Current state operational assessment (how things actually work)
  • Data quality and availability validation
  • System and integration complexity mapping
  • Organizational readiness assessment
  • Risk identification (what can go wrong, what's controllable)
  • Assumption validation (testing what the plan depends on)
  • Timeline reality check (vendor-optimistic vs. realistic)
What Good Looks Like

Clear risk profile. Realistic timeline expectations. Data quality understood. Leadership has confidence in go/no-go decision. Team knows what needs to happen before planning starts.

Typical Output
  • Readiness assessment report (board/exec level)
  • Risk register with mitigation recommendations
  • Data quality assessment
  • Integration complexity map
  • Timeline and cost reality check
Pathway 2

Business Case & Risk Framing

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What This Is

Cost vs. risk tradeoffs, timeline realism, and scenario planning for leadership decision-making.

When It's Needed

When the decision to proceed needs executive or board approval. When budget vs. risk needs to be explicit. When leadership needs to understand what they're authorizing and what could go wrong.

What We Do
  • Cost scenario modeling (optimistic / realistic / conservative)
  • Risk quantification (probability and impact)
  • Timeline scenarios with contingency planning
  • Decision frameworks (go / no-go / defer / adjust scope)
  • ROI validation and assumption testing
  • Stakeholder alignment on success criteria
What Good Looks Like

Leadership understands full cost (not just license fees). Risk is quantified and transparent. Decision frameworks are clear. Team alignment on what success means. No surprises after authorization.

Typical Output
  • Business case deck (board-ready)
  • Cost-benefit analysis with scenarios
  • Risk assessment and mitigation plan
  • Decision recommendation with rationale
  • Implementation roadmap (high-level)
Pathway 3

Planning & Governance

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What This Is

Implementation models, roles and accountability structures, and vendor alignment.

When It's Needed

After the go-decision, before execution starts. When clarity on "who does what" prevents chaos later. When multiple workstreams need coordination and oversight.

What We Do
  • Implementation approach design (phasing, sequencing)
  • Governance structure (decision rights, escalation paths)
  • Workstream design and dependencies
  • Vendor and integrator alignment
  • Issue resolution process design
  • Change management and communication planning
  • Executive visibility structure (what leadership sees and when)
What Good Looks Like

Clear ownership (decision rights, not just RACI charts). Structured oversight without micromanagement. Vendor expectations aligned. Issue resolution process exists before issues happen. Leadership has appropriate visibility.

Typical Output
  • Implementation plan with workstreams
  • Governance framework and decision rights
  • Integrated project schedule
  • Vendor management approach
  • Communication and change management plan
Pathway 4

Execution & Cutover Support

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What This Is

Oversight during active implementation, issue resolution, and transition to steady state.

When It's Needed

During execution and go-live. When "we'll figure it out" becomes expensive. When issues need rapid resolution. When leadership needs confidence that execution is on track.

What We Do
  • Execution oversight across all workstreams
  • Issue identification and resolution
  • Cutover planning and execution
  • Go-live support and war room leadership
  • Hypercare and stabilization (Day 1 through Day 90+)
  • Performance monitoring and variance analysis
  • Transition to business-as-usual operations
What Good Looks Like

Controlled cutover with clear rollback criteria. Issues contained and resolved quickly. No surprises for leadership. Operations stabilize within expected timeframe. Team can operate independently after BASZ exits.

Typical Output
  • Cutover plan and execution
  • Go-live war room support
  • Issue log and resolution tracking
  • Hypercare support (weeks to months)
  • Performance stabilization
  • Knowledge transfer and handoff
Typical Engagement Flow (Varies by Situation)
Weeks 0-4: Assessment & Risk Framing
Current state analysis, readiness assessment, risk identification, business case validation
Weeks 4-8: Planning & Governance
Implementation design, governance structure, vendor alignment, detailed planning
Weeks 8+: Execution & Stabilization
Active oversight, cutover execution, go-live support, hypercare, performance stabilization
Note: Week 2-3 typically includes a decision point on continuation. Many engagements start with assessment only, then expand based on findings and leadership decision.
When to Engage BASZ Group

Before Vendor Selection

Ideal timing. We help define requirements, evaluate vendors, and ensure selections will survive go-live. Prevents expensive mistakes before contracts are signed.

After Vendor Selection, Before Planning

Still valuable. We validate vendor assumptions, pressure-test their plan, and establish governance before execution starts. Catches issues before they become expensive.

During Planning or Execution

Not too late. We assess current trajectory, identify risks, and provide course correction. Better to engage mid-stream than to wait until go-live goes badly.

When You're Uncertain About Readiness

Smart timing. Independent assessment before committing to go-live date. Better to delay a week than to go live unprepared and spend months recovering.

The earlier we engage, the more options you have.

Pre-planning engagement gives you the full range: adjust scope, change vendors, modify timeline, or proceed with confidence.

Mid-execution engagement is about risk mitigation: stabilize what's shaky, fix what's broken, prevent escalation.

But even late engagement is better than going live unprepared and spending months in recovery mode.

Frequently Asked
Do you replace our integrator or vendor? ▼
No. We work alongside existing teams to provide governance, risk visibility, and decision support. Most clients engage us because they need an independent view, not because they're dissatisfied with their vendors. We coordinate with integrators to ensure the entire operation succeeds.
Can you help without running the project? ▼
Yes. Many engagements are assessment-only or oversight and advisory. We structure the engagement around what you actually need, not what makes the biggest SOW. Some clients need full execution accountability, others just need independent validation.
What if leadership wants clarity before committing to a full engagement? ▼
That's common and smart. Most engagements start with a short assessment phase (2-4 weeks) that concludes with a clear recommendation. This includes "don't proceed" if that's the right answer, or "proceed with these adjustments," or "you're ready, here's what to watch." Decision point built in.
Do you provide vendor selection services? ▼
Yes. We lead enterprise architecture definition, vendor evaluation, and selection. We ensure selections survive go-live and can be operated by your team after we leave. We coordinate with vendors to ensure designs are executable in real environments.
What if our integrator is already struggling? ▼
We can assess the situation and provide oversight to get things back on track. Sometimes the integrator just needs clear direction and accountability. Sometimes they need supplemental expertise. Rarely do they need full replacement. We diagnose and recommend based on what's actually happening.
Can you support multiple implementations or locations? ▼
Yes. We've led multi-site rollouts, phased implementations, and network-wide transitions. We scale our approach based on complexity, and we replicate what works rather than treating every site as a unique snowflake.
What if we're not sure this warrants outside help? ▼
Start with a conversation. We'll discuss your situation, what's at stake, and whether external support makes sense. No RFPs, no pressure. Sometimes the answer is "you're fine, here's what to watch for." Sometimes it's "you need help now." We'll tell you what we see.

Implementation Risk Is Highest Before Go-Live

If you're planning change, evaluating readiness, or uncertain about what happens next, the earlier we talk, the more options you have.

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