The accuracy and the limits of ERP, WMS, and TMS architectures consistently fail when confronted with the physical findings of a modern supply chain system, especially in food, FMCG & FMCD sectors, where complexity of the Supply chain system is high and product shelf presence is the top sought factor. Latency sits at the centre of the difficulty. Digital system signals and actual shop-floor movement drift apart, whole segments of the chain go unobserved for hours at a stretch, and the systems often fail to track the mapping of a semi-finished product movement through different stages. The framework addresses the operational reality of high-velocity manufacturing: OEE stabilization, OTIF performance and shelf availability are inseparable. When one breaks, all three fail. This framework treats these elements as an interdependent system rather than isolated KPIs. Drawing on practical floor-level experience, it introduces the IPC Network Model—incorporating Industry 4.0 principles (IPC-N4.0)—to construct a highly stable, visible, and mappable supply chain management system.

Unlike traditional software-first approaches, the IPC framework is grounded in physical execution. It addresses the systemic lag in traditional software (though their importance in Industry is quite high) by integrating physical Lean principles, such as dynamic Kanban implementation, with decentralized data structures like the Vendor Intelligence Index (VII) and the Product Digital Passport (PDP). The result is a pragmatic, Industry 4.0-aligned framework designed to bridge the gap between static enterprise systems and the complex, often chaotic reality of modern logistics.

The framework introduces a set of new operating instruments — Inventory Health Score, Inventory Behaviour Index, Product Digital Passport, Product Journey Map, Vendor Intelligence Index, Customer Fulfilment Index, Retail Shelf Availability Index and others — together with a low-cost, blockchain-free chain-of-custody architecture suitable for FMCG cost structures. The paper illustrates the framework with publicly documented industry disruptions (KFC UK 2018, Abbott 2022, Maggi India 2015, Huy Fong Sriracha, COVID-19 FMCG disruption and others), and provides simulated but transparently constructed financial impact estimates. The paper is offered as a conceptual contribution; pilot validation in FMCG and F&B environments is explicitly recommended as the next step.