The customer buys the outcome
The commercial promise includes when, how and at what service level the outcome will be delivered. That makes feasibility part of the deal, not an after-signature implementation detail.
Capacity has economics
Specialist effort, redundancy, transition coverage and custom engineering all consume scarce resources. A deal that requires more capacity than priced can be profitable on paper and weak in reality.
Dependencies create promise risk
Third parties, customer access, data readiness and security approvals can make a date fragile. If the supplier promises the date without controlling the dependency, the risk needs explicit treatment.
Feasibility should create options
A mature review proposes a phased scope, different sequencing, more time, additional capacity or a changed service level rather than defaulting to refusal.
Learning closes the loop
Comparing estimated feasibility with actual delivery outcomes is how the enterprise improves future commitment quality.