Reorder points, order quantities and safety stock for every SKU-location, derived from the forecast uncertainty and your service targets. Reviewed continuously, not once a year in a workshop.
Two weeks of cover on everything, because that is what the previous planner did. Fast movers run out, slow movers pile up.
Finance asks why stock went up. Nobody can point to the policy that caused it, because there is no policy, only history.
Thousands of intermittent-demand items reviewed manually or not at all. Each one is small. Together they are most of the warehouse.
Reorder point and quantity derived from the forecast band, lead time variability and the service level you choose for that item class.
See the trade-off between fill rate and stock value before you commit. Move the target and watch the capital move with it.
Slow and lumpy items get models built for them, not a smoothed average that is wrong in both directions.
Planners see the items where the recommendation changed materially or the model is unsure. The rest replenish on policy.
We measure current stock against a policy-based baseline and show where capital is parked without buying service. That gap is the business case.
Policies computed and back-tested against your history, then run in shadow next to the current process until the numbers agree with reality.
Policies refresh on their own as forecasts update. Your team owns the service-level dials and gets a board that shows stock, fill rate and touches per week.
Working capital in stock at a distributor, fill rate held
Long-tail SKUs under one policy; share of catalogue touched by hand each week
Policy refresh, replacing the annual parameter review
Results from past engagements; clients undisclosed. Your numbers come out of the diagnostic.
Usually not. Policies are written back to the ERP or planning tool you already run. Replacing the system is a separate decision and rarely the constraint.
They are constraints in the optimization, not afterthoughts. Order quantities respect MOQs, pack multiples, and any supplier calendar you give us.
They come from the forecast, which feeds the policy. If you run our demand forecasting as well, the two are one system. If not, we take your forecast as an input.
Yes. Stock positions and receipts come from the 3PL feed. If the feed is the problem, that is where our warehouse management work starts.
You get a ranked list of where AI pays back fastest in your operation, and a build plan for the top item.
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