KEVIN RIFFLE / ANALYTICS SHOWCASE

Supply chain decisions,
made visible.

Explore the trade-offs behind a credible plan: capacity, service, cash, and the actions that close the gap.

Interactive demonstrations · Synthetic data · No live company data
FEATURED / DATA CENTER INFRASTRUCTURE

From equipment supply to capacity online.

Trace a 26-week deployment across multiple suppliers, integration work centers, and two campuses. Test the constraints that determine when racks can enter service.

Multi-echelon model · Alternate sourcing · Power & cooling · Synthetic data
Explore the capacity simulator ↗
01 / S&OP SUPPLY REVIEW

Can supply support the demand plan?

Explore the methodology ↗
Demand fulfilled by year-end89.9%
Year-end backlog144K units
Unshipped order value$118.08M
Ending inventory at cost$0.00M
Unconstrained demandFeasible production
Monthly units (thousands)050100150200Jan: 92 · Unconstrained demandFeb: 99 · Unconstrained demandMar: 102 · Unconstrained demandApr: 96 · Unconstrained demandMay: 110 · Unconstrained demandJun: 116 · Unconstrained demandJul: 123 · Unconstrained demandAug: 119 · Unconstrained demandSep: 131 · Unconstrained demandOct: 139 · Unconstrained demandNov: 144 · Unconstrained demandDec: 152 · Unconstrained demandJan: 85 · Feasible productionFeb: 91 · Feasible productionMar: 89 · Feasible productionApr: 93 · Feasible productionMay: 97 · Feasible productionJun: 103 · Feasible productionJul: 106 · Feasible productionAug: 110 · Feasible productionSep: 112 · Feasible productionOct: 122 · Feasible productionNov: 126 · Feasible productionDec: 133 · Feasible productionJanFebMarAprMayJunJulAugSepOctNovDec
DECISION TO BRING TO THE REVIEW

The plan ends with 144K units unshipped. December is material constrained. Compare the cost and timing of recovery with the customer impact before committing the plan.

Inspect monthly calculations and assumptions

Single aggregate product; 12K units opening finished goods; no opening backlog. Backlog carries forward and available inventory ships against oldest demand. Price $820/unit; inventory cost $380/unit. Production = min(material, capacity). Ending inventory = opening inventory + production − shipments. This is volume fulfillment, not an order-level OTIF forecast. No cancellations, lead-time offsets, mix constraints, or production throttling are modeled.

Scenario plan · All quantities in thousands of units
MonthDemandMaterialCapacityProductionShipmentsEnd inventoryEnd backlog
Jan928590859250
Feb999195919603
Mar10289938989016
Apr9693969393019
May110971029797032
Jun116103108103103045
Jul123106111106106062
Aug119110116110110071
Sep131112118112112090
Oct1391221281221220107
Nov1441261331261260125
Dec1521331391331330144
02 / INVENTORY POLICY

What does supplier lead time cost?

A 2D sensitivity chart shows how longer replenishment times increase the buffer needed for uncertain demand.

10% variability30% variability60% variability
Safety stock (units)03006009001,2002 wk: 56 · 10% variability4 wk: 79 · 10% variability6 wk: 97 · 10% variability8 wk: 112 · 10% variability10 wk: 125 · 10% variability12 wk: 137 · 10% variability2 wk: 168 · 30% variability4 wk: 237 · 30% variability6 wk: 291 · 30% variability8 wk: 335 · 30% variability10 wk: 375 · 30% variability12 wk: 411 · 30% variability2 wk: 335 · 60% variability4 wk: 474 · 60% variability6 wk: 581 · 60% variability8 wk: 670 · 60% variability10 wk: 750 · 60% variability12 wk: 821 · 60% variability2 wk4 wk6 wk8 wk10 wk12 wk
Your 8-week / 30% scenario335 units
Capital in safety stock$127,300
SUPPLIER DEVELOPMENT TRADE-OFF

Reducing lead time from 8 to 6 weeks lowers the modeled buffer by 44 units ($16,720). Compare that inventory release with the cost of faster replenishment.

View exact chart values and inventory method

Safety stock = z × weekly demand standard deviation × √lead-time weeks, rounded up. Variability is standard deviation ÷ average weekly demand. Assumes independent weekly demand, a normal approximation, and constant lead time. Cycle service is the probability of avoiding a stockout in a replenishment cycle; it is not fill rate. Buffer value excludes cycle stock and pipeline inventory. Variable lead times, intermittent demand, and correlated demand need a different model. The three lines compare fixed variability levels; the selected scenario is calculated separately below the chart. The vertical scale adjusts with demand, cost, and service assumptions.

Safety stock units by supplier lead time
Lead time10% variability30% variability60% variability
2 weeks56168335
4 weeks79237474
6 weeks97291581
8 weeks112335670
10 weeks125375750
12 weeks137411821
03 / MATERIAL & SERVICE RISK

Which exceptions need action?

Click any cell to open the underlying risk record: severity, accountable owner, demand exposure, next commitment, and the latest recovery update.

PRODUCT FAMILYW+1W+2W+3W+4W+5W+6
Optics A12
Console C4
Handpiece H7
Module M3
Service Kit S8
CRITICAL <55%HIGH 55–74%GUARDED 75–89%HEALTHY 90%+
04 / AI-NATIVE OPERATING TOOLS

Build tools around the decision.

AI can lower the cost of turning an operational idea into a maintained application. The process expert describes the rules, roles, data, and decision; AI helps create the exact interface the work needs.

THE OLD DEFAULT

Another Excel tracker

  • Static rows and fragile formulas
  • Manual copy, paste, and follow-up
  • Versions spread across inboxes
  • Dashboarding constrained by the table
AI→TRANSLATES
INTENT INTO
A WORKING TOOL
THE NEW OPERATING LAYER

A tool shaped around the decision

  • Live governed inputs from ERP and planning systems
  • Custom calculations, simulations, and workflow
  • Owners, evidence, actions, and escalation built in
  • Easy enough for the operations team to shape and maintain
CHOOSE A PROCESS TO REIMAGINE

Operations defines the rules. AI can assist with implementation; data access, validation, and maintenance still need clear ownership.

PLAIN-ENGLISH BUILD BRIEFILLUSTRATIVE CONCEPT
“Replace the shortage spreadsheet with a live recovery workspace that joins MRP exceptions, demand impact, owners, dates, evidence, and escalation rules.”
Material + where-usedDemand at riskRecovery evidenceOwner + next date
SHORTAGE RECOVERY · EXAMPLE WORKSPACEERP + PLANNING + WORKFLOW
PRIORITY QUEUE4 critical

Ranked by time to impact × business exposure

RECOMMENDED CALLEscalate 4 critical exceptionsDecision workspace configured →
01Describe the job02Connect governed data03Validate the logic04Use and improve