Supply Intelligence.
Supply is modelled as a single abstraction in most planning systems. It is not. Procurement, production, transport, and inventory are four distinct decision surfaces, and a system that treats them as one cannot make good decisions about any of them.
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 manual intervention…
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 reach the planning eng…
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 at decision time.
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 treats inventory as ag…
Read card →Dynamic multi-sourcing within policy. Supplier risk priced into safety stock. Cross-border decisions optimised in the same solve as demand-supply matching.
See how Supply Intelligence lands in your own enterprise. A PULSE workshop scores your AIR baseline and frames the roadmap from here.
Book your PULSE workshop →