A fixed-scope engagement to replace the Calderwood ordering portal, starting with the twelve products that carry most of your reorder volume and the three customer types who place them.
Three conversations, two site walkthroughs and a morning on the counter phone. If any of this is wrong, the scope on the next page is wrong too, so it is worth reading first.
Roughly four in five orders are a repeat of something the customer has bought before, but the portal makes them search the catalogue as if they had never seen it. Your counter team has become the workaround.
A contractor ordering from a van, a facilities buyer working to a purchase order, and a maintenance team replenishing stock behave nothing alike. The portal treats all three identically and serves none of them well.
Availability shown online does not reliably match the branch, so experienced customers phone to confirm before ordering. That call is the real cost of the current system, and it falls on the same eleven people every day.
"We do not need a prettier catalogue. We need the reorder to take forty seconds and the number on the screen to be true."
The first three are the engagement. Without them there is no working ordering experience and we would rather not start. Everything below the line is genuinely optional, and the fee, the timeline and the payment schedule on the following pages all follow whatever you choose here.
Discovery, the design system and the ordering flow run in sequence because each one depends on the last. Migration and analytics run alongside the build rather than extending it. Change the scope on page 3 and this chart redraws.
40%. Books the team and the calendar slot.
30%. Invoiced the week the design is approved.
30%. Invoiced when the ordering flow is live.
Net 21 days. The fee is fixed for the scope on page 3, so an overrun inside that scope is ours to absorb, not yours. Work outside it is quoted as a change order before anything is built, never afterwards.
Optional after launch. A support and iteration retainer at $4,500 a month, minimum six months. That buys roughly three days of combined design and engineering time each month, which is enough to keep shipping small improvements and not enough to build anything new. It is not included in any figure above and can be decided after launch.
Working software, not a status deck. If there is nothing to show on a Thursday, that is the most useful thing you will learn all week and you will learn it from us first.
Two of your counter staff join design sessions. They are the ones who currently absorb the failure, and they will spot in ten minutes what a review cycle takes three weeks to surface.
The design system, the component library and the deployment pipeline are yours, documented, in your repository, from week three. Not at the end, and not conditional on a retainer.
Leads the engagement. Nine years on B2B ordering and trade counter systems.
Builds the flow and owns the handover. Previously on a distributor platform serving 400 branches.
Builds the component library. Part-time from week two, full-time weeks three to five.
Every fixed fee rests on assumptions. Ours are written down here rather than discovered in week six, because a fixed price built on unstated assumptions is not a fixed price.
Fixed fee for the scope on page 3. Net 21 days. Either party may end the engagement with 15 business days notice, with work completed to that point invoiced pro rata and all work product handed over regardless. Intellectual property in everything we make for you transfers to Calderwood Supply on final payment. We keep the right to describe the work publicly, with your approval on anything specific.
Accepting below records the exact configuration you chose on page 3 and sends it to your Ostrey lead. It is not a contract and it does not commit you to payment; it tells us to prepare the agreement against these numbers rather than a different set.
If it is not right, the thing to tell us is which of the three assumptions on page 2 we got wrong. That is almost always where a proposal misses, and it is a twenty minute conversation rather than a new document.