Solution · Supply Chain
Stock turns, demand variance, lead-time reliability across your SKU base — read by an agent that proposes the rebalance, with the OTIF impact already shown. Your planner approves; Foreman drafts the system updates.
The pain
Most safety-stock levels in your ERP were set during the last annual planning cycle, by someone who's no longer in the role, using a lead-time number that hasn't been true since the last port disruption. They get rounded up to be safe, and the working capital they cost gets noticed only at year-end.
The planner knows it's wrong. They can name the three SKUs that always run lean and the dozen that sit on the shelf. But there's no time between fire-fighting today's shortages to rebuild the model — and even if there was, the answer would be obsolete by the next supplier review.
Cash sits in pallets you don't need. Other SKUs run thin and trigger expedites you can't justify. The optimization is doable in principle, undone in practice, because the workflow to keep it current doesn't exist.
What Foreman does about it
Foreman reads stock turns, on-hand vs. theoretical, expedite history, and stock-out events across your SKU base. Every SKU gets a live score — over-stocked, right-sized, lean-and-risky — refreshed every shift, not once a year.
Built on · Digital Twin
The agent learns each SKU's real consumption pattern and each supplier's actual lead-time distribution — not the planning master-data version. Safety stock recommendations are grounded in what's been true, not what was assumed.
Built on · Decision Layer
Instead of a generic 'reduce safety stock by 20%' brief, Foreman proposes specific SKU-level changes — with the predicted OTIF impact, expedite-cost impact, and cash-released number attached. Your planner approves the ones that pass review.
Built on · Agent Engine
Once approved, Foreman drafts the master-data changes — new safety-stock levels, reorder points, MOQs — in the format your ERP expects. Your planner reviews and posts; the change is traceable and reversible.
Built on · Agent Engine
What we'd move
Reduction in safety-stock-driven working capital in the first quarter — most of it from the long tail of low-variance, high-cost SKUs.
Net OTIF impact on OEM lanes — recommendations are accepted only when modelled service level holds or improves.
Master-data changes logged with rationale, modelled impact, and posting timestamp — every safety-stock decision auditable.
* Discovery-stage estimates from inventory walkthroughs with Tier-1/2 plants. Replaced with measured numbers as pilots run.
The one outcome that matters
Not by sweeping cuts. By SKU-level decisions, each one with the trade-off shown, each one reviewed before it lands.
Where it lands
ERP & MRP
SAP, Oracle, Infor, Sage. Foreman reads inventory master-data, consumption history, PO lead times, and reorder rules — and drafts changes back in the format the system expects.
WMS
Real on-hand vs. system on-hand, slot-level location, and aging. Discrepancies surface as inputs to the rebalance, not after the fact.
Supplier performance feeds
Supplier-confirmation history, ASN lead-time actuals, and the same supplier-portal signals Foreman uses for Inbound Parts Risk Watch. Lead-time models update as suppliers' behaviour changes.
We don't replace your ERP — we make the planner running it twice as effective by keeping safety-stock current with what's actually happening, not what was assumed. See the full integration list →
Industry fit
Field notes
A 30-minute call to walk through your inventory model, your safety-stock cadence, and the working capital Foreman would free without touching your OEM service level.
