Promised against actual
Build the real delivery record from your own receipts, so planning uses observed lead times rather than the number on the master record.
Supply chain intelligence / Concept under discovery
Supplier Performance Intelligence
Measure how suppliers actually perform against what was promised, and connect that record to the customer orders it puts at risk.
The problem
Objective: Protect inbound reliability.
Supplier scorecards tend to be produced quarterly, from the data that was easiest to export, and read by people who are not the ones deciding where to place the next order.
Meanwhile the lead time on the system record is the one everybody plans against, even when the last six deliveries from that supplier all arrived late.
What it does
Four things it has to get right.
Drift, not just lateness
Detect a supplier whose performance is deteriorating while still technically inside tolerance, before it becomes a shortage.
Concentration risk
Show where a single supplier sits behind a disproportionate share of committed revenue or critical parts.
Evidence for the conversation
Give purchasing the specific orders, dates and consequences to take into a supplier review.
Operational signals
What it reads.
Read-only, from the systems you already run. Nothing is replaced and nothing is written back without an approval.
- Confirmed against actual receipt dates
- Lead time drift
- Quality rejection rate
- Orders exposed per supplier
Average lead time 4.2 days longer than the master record
Eleven open orders depend on this supplier
Approved alternative supplier holds the same part
Buffer and re-source options prepared for review
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 and supply chain management
Decide where to re-source, where to hold buffer stock, and which supplier conversations are worth having now rather than at the next review.
Illustrative scenario
A supplier's confirmed dates have slipped on five of the last eight orders. See which open customer commitments depend on them before the next purchase order is placed.
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.