Forward shortage view
Project stock against committed demand to flag the date a part runs out, not the day it already has.
Inventory intelligence / Planned expansion
Inventory Shortage Intelligence
Turn stock, purchasing and demand signals into earlier shortage warnings and practical recovery choices.
The problem
Objective: Protect material availability.
Shortages are rarely a surprise in hindsight. The purchase order was late, the demand moved, the stock was allocated to another job, or the minimum order quantity never matched the run size. Each of those was visible well before the line stopped.
What is missing is the moment where those facts are put next to one another and someone is told, early enough, that a part will not be there when it is needed.
What it does
Four things it has to get right.
Where the cover is
Check other sites, other jobs and approved substitutes before the answer defaults to an expedited purchase.
Supplier reality
Weigh the shortage against how that supplier has actually performed, rather than the lead time on the record.
Allocation with eyes open
When there is not enough to go round, show which customer commitments each allocation choice protects or breaks.
Operational signals
What it reads.
Read-only, from the systems you already run. Nothing is replaced and nothing is written back without an approval.
- Projected shortages
- Supplier delays
- Cross-site stock
- Allocation decisions
Part 88-204 projected short on 14 March
Purchase order confirmed for 19 March
Cross-site stock available at the second plant
Transfer and substitution options prepared
An illustration of the kind of chain the system is designed to surface, not output from a live customer system.
The decision
Who acts on it.
Purchasing, materials and planning
Decide whether to transfer, substitute, expedite or re-plan, with the affected customer orders attached to the choice.
Illustrative scenario
A component shortage is forecast before production needs it. Assess transfers, substitution and purchasing options.
Connected solutions
It does not work alone.
The same operational context powers every solution, so a signal picked up here shows its consequences everywhere else.
Is this the one costing you most?
We start with one measurable operational problem, your existing systems and a decision owner who can act. Tell us where it hurts and we will scope it honestly.