Dylan Telford spent more than 20 years across store, digital, and supply chain operations at major omnichannel retailers before moving into consulting, where he now leads Order Operations at Aries Solutions, a systems integrator based in Columbus, Ohio, with teams spanning the US, Canada, India, and Latin America. 

Rutvee Shah has spent 14 years building and scaling SaaS platforms for eCommerce and order management, and now leads product at Kibo, a B2B commerce platform built for manufacturers, distributors, and wholesalers running complex, high-volume operations.

Justin King sat down with them both to work through a question that comes up constantly in manufacturing and distribution: when a company's ERP starts straining under the weight of order routing, fulfillment logic, and inventory decisions, does the answer really mean ripping it out, or does it mean rethinking what the ERP should own in the first place?

They get into why the ERP remains (and should remain), the system of record for finance, why decades of stacking operational complexity on top of it quietly drives up a company's cost in people rather than software, and what a modern order management system actually does once that complexity moves out, from real-time inventory visibility to rules that protect priority accounts when supply runs short. 

Dylan and Rutvee also walk through the fulfillment challenges that rarely come up in a B2C conversation, including multi-location consolidation, contract-specific shipping requirements, and minimum shipment thresholds, along with the reverse logistics side of B2B that most platforms weren't built to handle. The conversation closes on AI, where Rutvee draws a hard line between AI as a recommendation layer and AI as a decision-maker, and Justin pushes back with a case for phasing in trust the same way you would with a new employee.

Key idea: the ERP still works fine, but companies have been loading it up with jobs it wasn't built to do. Moving order management into a separate system fixes that.