Where the decisions live
Two planners, the same network, opposite conclusions, and a capital request that's been sitting for two quarters.
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Where distribution centers should sit, and how many, settled before the capital request went forward.
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The order book runs years past what the planning system can see, and someone still has to say whether November is safe to promise.
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A vertical manufacturer replaced a three-month planning horizon with one that runs the full order book forward.
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The fleet request is costed and ready to sign. Nobody can say whether the queue is even at the shovel.
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US$25M was on the line and two prior advisors could not answer the question. A logistics model did.
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A rate on a spec sheet, and a building that has never once run the way the spec sheet assumes.
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Simulation located the constraint in the layout and set the throughput the building would actually hold.
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The plant, the trains, and the berth each keep their own schedule, and the upgrade decision waits on all three.
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A sulfur logistics model found the real constraint and redirected a major capex decision before it was signed.
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Nine figures of new track, or capacity already sitting on the line that no one has been able to see.
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Sorting, storing, loading, and unloading modeled together, so yard changes could be tested before they were made.
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Beds are the request. The wait usually starts with a discharge decision on a different floor.
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The questions to settle before adding beds, and what a patient flow model can answer about each one.
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Labor is the biggest cost you control, and the schedule that balances on the weekly average meets the Friday rush.
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A staffing model set crew levels by daypart and role, tested against peak volume instead of the weekly average.
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Ore logistics
The assumed answer was nine figures of new track. The model found capacity on the line that already existed, starting with a planned siding recommission that would have added no throughput at all.
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Supply chain
Testing dozens of fulfillment scenarios showed which stores should ship and which should stay satellites. Delivery times were cut in half, at lower transport cost and the same service level.
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A planning system that saw three months out was replaced by one that runs the full order book forward, so the team answers commitment questions before it makes them.
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