Many plants. Many systems. One plan.
Discrete, process, and batch operations. Make-to-stock and make-to-order. Plants acquired, built, and upgraded in different decades. We help industrial manufacturers plan and execute as one network anyway.
One plant runs a modern ERP and MES. Another still depends on spreadsheets and the planner who's been there twenty years. Portfolios are broad, demand mixes stock and custom orders on shared capacity, and expensive assets can't sit idle. You need network-level visibility and better decisions now, without forcing every site onto the same system overnight.
The decisions industrial leaders wrestle with
Industrial supply chain leaders make hard trade-offs every week, usually with incomplete information and not much time. These are the ones we hear about most:
- Which orders get the constrained line this week, and what happens to everything else?
- How much inventory should sit where, across thousands of SKUs with very different demand patterns?
- Which plant should make what, when capacity, labor, and freight costs all differ?
- Where is unplanned downtime costing the most, and what would prevent it?
- How do we modernize the ERP without disrupting production?
Across the industrial supply chain
In an industrial network, a change in one place travels quickly. A shift in customer orders changes the capacity picture, which changes what the plant needs from suppliers and when maintenance can happen. That's why we work across the whole chain, even when the engagement starts in one area:
- Plan: multi-site S&OP and IBP, supply and capacity planning, and inventory segmentation for broad portfolios.
- Source: supplier collaboration and risk visibility for critical materials and components.
- Make: production planning, scheduling for mixed-mode operations, plant integration, and predictive maintenance.
- Deliver: order promising, warehousing, and transportation that reflect true capacity.
- Service: spare parts and aftermarket support for industrial customers.
How we help
How industrial manufacturers measure progress
Schedule attainment, asset utilization, unplanned downtime, inventory turns by segment, on-time delivery, and the time it takes to produce one plan the whole network trusts.
What leaders ask about Industrial Manufacturing
Practical answers to the questions that often shape the first conversation.
How do you plan across plants that run different ERP systems?+
With a planning platform and integration layer that brings data from each ERP and plant system into one network model. That lets you plan as one business while each site keeps running on its current system until modernization makes sense.
How do you balance make-to-stock and make-to-order demand on shared capacity?+
By segmenting products and customers, reserving capacity where the service promise requires it, and using scenario planning to see the impact of order changes before you commit.
Where does predictive maintenance fit in supply chain planning?+
Predicted asset downtime should feed capacity plans, so schedules and customer promises reflect the equipment you'll actually have available.