Range-to-Cash Trading Yield
Which range action, by product, customer and branch, should be taken now to improve cash, margin and service?
Contribution yield
- SKU and branch pair, 1 in 25 shown
- Ranked for action
- After the recommended action
Weeks of cover
- 01
Rowan Chilled, CentralDecision now
14 weeks of cover against a 5-week target
- Exposure
- $86kWorking capital
- Expected effect
- $52kCash released over 6 weeks
Suspend replenishmentBranch replenishment, this cycle
- 02
Juniper Pantry, NorthAwaiting approval
Stockout forecast in 9 days at current sell-through
- Exposure
- $41kContribution at risk
- Expected effect
- +$18k to $24kContribution protected
Transfer 48 cases from SouthSupply planning, 48 hours
- 03
Elm Bakery, SouthMonitor
Yield below target while supplier funding is reviewed
- Exposure
- $27kContribution
- Next step
- Review on the 14thAfter the supplier funding decision
Hold until the funding reviewCategory manager
- Exposure ranked
- $154k
- Cash released
- $52k
- Contribution protected
- $18k to $24k
Illustrative figures. Not client results.
Why current systems fall short.
- Sales velocity ignores substitution, supplier funding, service obligations and stock that could be transferred.
- Inventory and commercial data sit in different systems and often disagree at the point of decision.
- A range choice can improve one branch while reducing group cash or service elsewhere.
- Flagging a slow-moving line does not say what to do next, who owns it or how to measure it.
The records it reads.
Each system remains the authority for its own data. The engine reconciles identities, units and dates at each decision cutoff and flags any 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 | Responsibility | 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 the action, its target, owner and deadline, the constraints it respects and the evidence that confirms completion.
- 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.
How it runs in 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.
- Scope
- 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
- Consistent SKU and branch identifiers across stock, order and finance records
- Demand and fulfilled-sales history as it stood at each past cutoff
- Finance-approved cost, contribution and supplier-funding basis
- Named authority over range, transfer, pricing or replenishment actions
When we would advise stopping
- Branch and SKU economics cannot be joined to stock and order records
- No one has authority over a material range action
- Working capital, contribution or service value cannot be measured
Assess 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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