Working Capital
Visibility into where your inventory sits and where it is over or understocked, with the causes traced rather than argued about, and the policies and targets behind it calibrated so every function is working to the same numbers.
What the application does
Signs you need this
You cannot say where your inventory is. Where is it increasing, where is it alarmingly increasing, what is overstocked, what is at write-off risk, and are you carrying enough on made-to-stock items and too much to support made-to-order.
You are carrying a lot of inventory and still seeing low margins or low service levels, and the explanation changes depending on who you ask.
You pay a substantial annual licence for a planning system and have yet to see the return.
The S&OP process runs, but without clear policies and targets that all functions are actually aligned on.
What our clients say
“Their expertise in supply chain optimization significantly improved our performance while maintaining high customer service levels. One of the most impressive achievements was the sustainable reduction of our inventory by 30%, which exceeded our corporate target. Their strategic approach in defining our manufacturing strategies, whether make to order, make to stock, or make to forecast, streamlined our operations and better aligned them with our business objectives.”
“They helped us develop a replenishment planning and visibility tool that enables effective VMI replenishments based on the latest demand patterns. Beyond planning, it provides real-time visibility into railcar movements, identifies stockout risks, and alerts us to delays, enabling proactive measures.”
Context is what makes an inventory recommendation practical.
Operating context the calculation has to respect
The factors that have to be inferred rather than read from master data: campaign preferences, stock that cannot physically be accessed, a quality hold, a port delay, a published change in carrier schedules. Captured as context, so the calculation adjusts instead of flagging the same opportunity every month.
Agents that remember the last investigation
Root cause agents that hold the context of prior investigations, so only genuinely new and valuable findings surface, and what was dismissed does not come back unchanged.
The coordination work around a policy change
Policy communications with customers, gathering data from other departments, and telling the affected teams what changed. The work that decides whether a policy actually takes effect.
When one change forces others
The application detects when it may be time to reclassify a made-to-stock item as made-to-order or to change a stocking policy, and works out what else has to move with it. A supply lead time shifting affects customer lead time, safety stock and the classification itself, and that is a decision path worth evaluating rather than guessing.
See it on your own data.
Send us an extract as it is. We will come back with where the cash is sitting and what it would take to release it.
