The decision is relational
Range actions operate across SKU, branch, customer segment, supplier term and time. A local delist can release stock while destroying a mandatory range, substitution path or supplier-funded contribution elsewhere.
The evidence model must preserve those relationships instead of reducing the decision to velocity and stock cover.
Keep value components separate
Working-capital release, contribution, funding and service effects have different timing and recognition rules. Combining them too early creates double counting and hides trade-offs.
A decision ledger should show each effect, the shared exposure key and the outcome window before presenting an aggregate decision objective.
Optimise a feasible portfolio
Transfer lanes, pack sizes, pricing floors, mandatory lines, capacity and authority define the feasible set. Demand and sell-through forecasts inform the value of alternatives; they do not override those constraints.
The output is an atomic action against one named SKU-branch exposure, or an explicit hold with a review trigger—not a generic instruction to improve the range.