How VYAN sees the world.
16 capabilities · 4 sub-themes
The seeing layer. Variability lives as distributions, not as single-value master data. Demand, supply, inventory, and ecosystem signals all enter the engine in the shape they actually have — order lines, not buckets; histories, not assumptions; partners, not noise. This is what changes in the first 90 days of a deployment.
Distributions, not values6
Probabilistic Demand Forecasting
Point forecasts hide what they don't know. Demand teams operate as if the future has one value; the business carries variance silently in safety stock, expedites, and missed revenue.
Read card →Driver-Based Safety Stock
Safety stock formulas use assumed variability — a planner's guess at lead-time deviation or demand Coefficient of Variation (CV). The numbers are stale, and they're not even calibrated to the data the…
Read card →Dynamic Multi-Sourcing
Sourcing strategy is set in annual reviews and frozen in master data. When supply state changes — a supplier slips, a lane closes, a cost moves — the planning system can't re-evaluate sourcing without…
Read card →Supplier Risk Monitoring and Response
Supplier risk is a slide deck in the procurement function. Risk signals — financial distress, geopolitical exposure, single-source concentration, Advance Shipping Notice (ASN) miss patterns — don't re…
Read card →Shelf-Life and Perishability Planning
Products with shelf life — pharmaceuticals, food, biologics, fresh produce, chemicals — require planning that respects expiry, First Expired, First Out (FEFO), and degradation. Traditional planning tr…
Read card →OEE-Aware Capacity Planning
Capacity planning treats nameplate throughput as the available capacity. Reality runs at Overall Equipment Effectiveness (OEE) of 60–85% on a typical line — availability eaten by unplanned downtime, p…
Read card →Order lines, not buckets3
Multi-Echelon Inventory Optimization
Inventory targets are set echelon by echelon, in different systems, by different people. Each level holds buffer against the next without knowing what's already there. The total is too high; the place…
Read card →Cross-Border Cost-to-Serve Optimization
Customs days, duty drawback, insurance per unit, packaging, detention, demurrage, preferential trade agreements — these live in different systems. Landed cost is reconstructed at month-end, never used…
Read card →VMI, SMI, and Consigned Inventory
Vendor-Managed Inventory (VMI), Supplier-Managed Inventory (SMI), and consigned inventory are modeled poorly. Either treated as own-inventory (misstates working capital) or ignored (misses real supply…
Read card →Signals, not surveys4
Demand Sensing on Short Horizons
Monthly forecasts cannot react to last week’s Point-of-Sale (POS) data, retailer-shared inventory positions, or channel mix shifts. By the time the next forecast cycle runs, the opportunity has closed…
Read card →Causal Demand Modeling
Forecasts treat price, promotion, weather, holidays, and competitive moves as exogenous noise. The business runs price and promotion calendars in a separate system from forecasts, and the two never al…
Read card →New Product Introduction Forecasting
New products have no history. New Product Introduction (NPI) forecasts are made by analogy, gut, or committee, and they're usually wrong in both directions — overbuy and write off, or underbuy and mis…
Read card →Customer Churn and Opportunity Risk Analytics
Service failures, broken commits, and chronic backorders erode customer relationships invisibly. The business discovers the churn six months later in the renewal cycle.
Read card →Ecosystem as first-class3
Supplier Collaboration — Forecast Sharing and Replenishment Commit
Supplier collaboration today is a quarterly review meeting. The supplier learns about a demand surge after the planning system has already missed it. Forecasts shared with suppliers are deterministic…
Read card →Customer Collaboration — Demand Signal Sharing and VMI
Customer demand signals arrive late, often only as firm POs, often only after the customer’s own plan has hardened. The buyer-side forecast is a guess at what the customer will order. VMI relationship…
Read card →Contract Manufacturer Collaboration — External Capacity as First-Class
Contract manufacturers — outsourced plants that produce on behalf of the brand owner — sit outside the enterprise’s four walls but inside the brand’s value chain. Most planning systems either ignore C…
Read card →See how sees the world lands in your own enterprise.
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