Supply planners

Supply planning today is reactive triage. The plan generates, the exceptions arrive, the planner sorts: which slip matters, which can absorb, which needs an expedite, which needs sales escalation. Master data is wrong, lead times drifted, safety stocks were set in 2022 by people who left in 2023. The work is perpetual, invisible above the planning floor, and impossible to defend in terms anyone outside the function understands.

The new reality governs sixteen planning capabilities through the Supply sub-policy — sourcing, lot sizing, BOM, routing, transportation lanes, safety stock, pegging, ATP, production scheduling, and more — each as a configurable section with named postures. The planner doesn't set safety stock on Penang DC's bearings; the planner configures the safety-stock-under-posture rule, which the system computes continuously against the learned demand and lead-time distributions. The cell that drifts in every other planning stack stops drifting because there is no cell to drift.

The morning queue compresses to the material supply-event review — high-EVW PO releases that need human judgment, low-resilience commits flagged by lookahead, named-risk-event triggers that need a posture adjustment. The afternoon is sub-policy tuning and supplier collaboration through the request-commit handshake. The planner stops being the inbox for supplier slip notifications; the collaboration channel (7.12) handles the handshake before POs are placed, supplier reliability distributions update automatically, named supplier risks get configured in the Risk Library. The planner becomes the policy architect for the entire supply network rather than the firefighter for individual supplier failures.