Supply Chain Optimization

Solve forecasting, inventory placement, and freight cost as one connected decision.

The problem it solves

Forecasting, stocking, and shipping are usually planned by different teams working from different spreadsheets. A stocking plan built without freight cost in mind, or a forecast that doesn't reach the team making transfer decisions, quietly pushes cost into expedited shipping, excess transfers, and dead stock.

What it does for your business

One optimization, not three

Demand forecasts, current inventory position, and freight cost feed a single decision, so every stocking and shipping call accounts for all three at once.

Positions stock ahead of demand

Recommends where inventory should sit across locations before demand shifts, rather than reacting afterward with transfers and rush shipping.

Respects real operational limits

Reorder recommendations account for supplier lead times, minimum order quantities, and transportation capacity, not just a simple reorder-point formula.

Makes trade-offs explicit

Service level, carrying cost, and freight spend become a visible dial your team can adjust, with the projected impact shown before anything is committed.

Where this moves the needle

Lower expedited freight spend Fewer inter-warehouse transfers Higher fill rate at the same inventory level Less working capital tied up in stock
How it works
Demand forecasting is combined with an optimization layer that reasons jointly over your network, locations, lanes, lead times, and cost structures, integrated with your ERP as the system of record.
What we need from you
Order history, current inventory and location data, supplier lead times and order quantities, and freight cost structures. An architecture review maps your network before any modeling begins.

Talk through Supply Chain Optimization with our team

A working session on your network and goals, with the trade-offs made explicit before any change is proposed.

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