Range-to-Cash Trading Yield
Which product, customer and branch range action should happen now to improve cash, margin and service value?
Why current systems fall short.
- Velocity alone does not express substitution, supplier funding, service obligations or transferable stock.
- Inventory and commercial economics live in different systems and often disagree at the decision cutoff.
- Local range choices can improve one branch while destroying group cash or service value elsewhere.
- A slow-line label does not specify a feasible, owned and measurable next action.
The records it reads.
Each system stays the authority for its own facts. The engine lines up identities, units and dates at the same decision cutoff and shows where they conflict.
- 01ERP and product master
- 02POS and order management
- 03WMS and inventory
- 04Pricing and finance cost basis
- 05Supplier funding and category policy
- 06CRM segments and demand history
What each part of the engine does.
Forecasts are settled before the options are scored. Permissions and hard constraints always take priority.
| Component | Job | Effect on the decision |
|---|---|---|
| Machine learning | Forecast demand, sell-through, stockout risk and excess stock for each SKU and branch over the decision period. | Sets the forecast used to compare the options |
| Rules and constraints | Enforce mandatory ranges, price floors, transfer routes, units, currency, evidence quality and operating authority. | Removes actions that are not allowed or not feasible |
| Optimisation | Choose the permitted branch and category actions under service, assortment, transfer and team-capacity limits. | Chooses the set of actions to take |
Actions it recommends.
Each recommendation names one action, its target, owner and deadline, the constraints it respects and the evidence that shows it was done.
- 01Activate a named SKU at a named branch
- 02Hold a SKU at its current branch status until a set review date
- 03Transfer a set quantity between branches along a feasible route
- 04Suspend replenishment for a SKU at a named branch
- 05Request a supplier funding decision against a named term
How value is measured
Calculates cash timing, working-capital release, contribution, supplier funding and service effects separately, then prevents the same exposure being counted twice.
Inside your operation.
The engine runs in a dedicated AWS account or your own infrastructure, connects to your systems and uses models calibrated on your records.
- Decision grain
- Every SKU, branch and customer segment, at each weekly cutoff
- Value
- Cash, contribution, supplier funding and service measured separately
- Approval
- Every action is approved before it changes a source system
What the opportunity assessment checks.
Can range, stock, demand, margin and funding history improve the weekly choice of SKU and branch actions?
What we need to see
- Stable SKU and branch identities across stock, order and finance evidence
- Cutoff-safe demand and fulfilled-sales history
- Finance-approved cost, contribution and supplier-funding basis
- Named authority over range, transfer, pricing or replenishment actions
When we would stop
- Branch/SKU economics or stock/order evidence cannot be joined
- No authority exists over a material range action
- No working-capital, contribution or service value pool can be measured
Qualify this decision in your operation.
The opportunity assessment looks at your historical records, the actions available, who has authority to act and the value at stake, before a pilot begins.
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