Range-to-Cash Trading Yield
Which product, customer and branch range action should happen now to improve cash, margin and service value?
Limits of current systems.
- 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.
Source records.
Each system remains authoritative for its own facts. The engine matches identities, units and dates at the same decision cutoff and exposes conflicts.
Responsibilities in the decision path.
The engine resolves the learned estimates before scoring alternatives. Permissions and hard constraints remain authoritative.
| Component | Job | Effect on the decision |
|---|---|---|
| learned | Forecast demand, sell-through, stockout risk and excess stock for each SKU and branch over the decision period. | Changes the forecast used to compare alternatives |
| deterministic | Enforce mandatory ranges, price floors, transfer routes, units, currency, evidence quality and operating authority. | Excludes prohibited or infeasible actions |
| optimisation | Choose the permitted branch and category actions under service, assortment, transfer and team-capacity limits. | Chooses the feasible action portfolio |
Operator actions.
Each recommendation names one immediate action, its target, owner, deadline, constraints and completion evidence.
- 01Activate one named SKU at one named branch
- 02Keep one named SKU at its current branch status until a defined review date
- 03Transfer a bounded quantity through one feasible lane
- 04Suspend replenishment for one named SKU-branch exposure
- 05Request one supplier-funding decision against a named term
Financial measurement
Calculates cash timing, working-capital release, contribution, supplier funding and service effects separately, then prevents the same exposure being counted twice.
Reference product evidence.
The demonstration runs the mapping, modelling, optimisation, persistence and API path designed for deployment. Production performance is established using the client's records before live use.
Entry criteria for the opportunity assessment.
Can range, stock, demand, margin and funding history improve the weekly choice of SKU and branch actions?
Evidence required
- 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
Reasons to 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 examines the historical record, available actions, operating authority and value at stake before a pilot begins.
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