Supply Chain & Logistics
Companies moving goods through suppliers, warehouses, carriers and lanes to customers who were promised a date.
01 · The operating chain
The supply chain & logistics operating chain
Each demonstration sits at a point in this chain where a real business loses information, margin or time. The chain is how we read a business; the demonstrations are how we prove we can act on it.
01
Plan
1 demonstration
02
Source
1 demonstration
03
Position
1 demonstration
04
Move
2 demonstrations
05
Deliver
2 demonstrations
06
Settle
1 demonstration
07
Recover
Coverage map · demonstrations by operating area
| Area | Working demonstrations | Count |
|---|---|---|
| Plan | Supplier Risk Cascade Investigator | 1 |
| Source | Supplier Risk Cascade Investigator | 1 |
| Position | Inventory Positioning Decision System | 1 |
| Move | Exception Decision Control · Freight Cost & Service Leakage Investigator | 2 |
| Deliver | Exception Decision Control · Inventory Positioning Decision System | 2 |
| Settle | Freight Cost & Service Leakage Investigator | 1 |
| Recover | not yet demonstrated | 0 |
A demonstration shows understanding of an operating area on a fictional business. It is not a record of client work.
02 · Where it breaks down
Where supply chain & logistics breaks down
- 01Disruptions ranked by noise instead of consequence
- 02Supplier risk that nobody can trace to revenue
- 03Freight cost drift with no operational explanation
03 · Working demonstrations · 4
Working demonstrations
exception triage
Exception Decision Control
A synthetic control-valve maker with two suppliers, a plant, two distribution centres and four customers. Every open exception is projected day by day against the destination's stock and demand before anything is ranked: a two-day delay on a small controller-board shipment outranks a nine-day delay on a very large one, because one stops the plant and the other lands into a month of cover. Options are re-projected under the same model and applied to the network.
Runs on a generated network (Aurel Fluid Systems, a fictional manufacturer). Every node, lane, shipment and order is synthetic and labelled as such in the interface.
supplier risk
Supplier Risk Cascade Investigator
A synthetic pump maker with tier-1 and tier-2 suppliers, twelve components, six products and an order book. Failing any supplier propagates deterministically through sub-tier dependencies, BOMs, stock, alternates and substitutes to the orders and revenue actually exposed. The largest-spend supplier turns out to be dual-sourced and harmless; a small tier-2 compounder behind a tier-1 assembler stops three product lines in week two.
Runs on a generated supply network (Kelder Pumps, a fictional manufacturer). Every supplier, component, product and order is synthetic and labelled as such in the interface.
freight economics
Freight Cost & Service Leakage Investigator
A synthetic home-accessories shipper sending parcels from one warehouse to five European lanes over 26 weeks. Every parcel's carrier cost is decomposed from its own record. The system finds the week costs stepped up while volume stayed normal, the lane and product family that explain it, and the mechanism: a larger carton pushed billable weight over a routing rule's threshold, onto a signature service that fails first delivery more often on that lane. A general carrier rate increase is shown to explain almost none of it.
Runs on generated parcel records (Lindqvist Home, a fictional brand). Every shipment, tariff, package and rule is synthetic and labelled as such in the interface.
stock positioning
Inventory Positioning Decision System
A synthetic outdoor-equipment distributor with four regional distribution centres. The network holds three weeks of cover for the season's tent, yet one centre runs out on day four and misses a key account while another sits on eleven weeks of stock. Every node is projected day by day; every option, transfer, split, redirected delivery, protection or acceptance, is re-projected across the whole network, so the fast transfer that fixes the south and breaks the north is shown for what it is. The chosen option changes the transfers, deliveries and reservations in the session's records.
Runs on a generated network (Halvard Outdoor Supply, a fictional distributor). Every node, lane, order and delivery is synthetic and labelled as such in the interface. No AI is used.
These are ways of working, not products.
These demonstrations show how we approach a problem; they are not a list of pre-built answers. Your processes, systems, constraints and blind spots will be different. A Business Systems Discovery starts from how your business actually operates, finds where information and decisions break down, and recommends the right mix of AI, automation, integration, intelligent systems or plain process change.