Supply chain and fulfillment transformation
One screen that manages allocation, freight, inventory and the decisions in between.
Supply chain and fulfillment buyers do not want another report. They want a unified view: a control tower showing allocation, freight, inventory, demand, and exceptions, with AI agents handling volume and senior operators handling judgment. We build the operational interfaces your team works in every day, in twelve-week cycles with fees at stake based on outcomes and every layer open to inspection.
DIRECT LINE
Put a number on the line this quarter.
Twenty-five minute call. A Cycle 1 sketch tied to a real P&L number in your operation, the baseline mechanics, the named operators, and how outcome-staking works. No slides, no obligation.
See the four problem domains →
No obligation. We respond.
From objective to impact
- ConnectDemand, inventory, and orders.
- DetectOperational exceptions and constraints.
- DecideAlternatives and owner approval.
- TrackExecution and outcome measurement.
STRTGY · Value-linked fees
We validate value. Then we bill.
We agree on a value target, a baseline, and a measurement method with your Finance team. We execute a twelve-week cycle, validate the value generated at the end, and bill after that validation. Each project contract defines the scope, amount, payment terms, and what happens if the target is not met.
The twelve-week cycle is our delivery model, not an unconditional ROI guarantee. Targets, measurement, and acceptance are agreed for your operation in each proposal.
When is payment due?
We bill after validating the value generated at the end of the cycle. The project contract specifies the amount, payment terms, and how any deviation from the agreed target is handled.
The pattern
The data exists. The control tower does not.
Allocation lives in one system, freight in another, demand in a third, and the real decisions happen in spreadsheets emailed between teams. Your planners assemble the picture by hand every morning. Exceptions surface late, after freight is booked or an allocation goes wrong. The intelligence to do better is buried in tools nobody can see across, so the operator flies by instinct.
The answer is not another dashboard on top. It is improving the underlying allocation and fulfillment logic, then giving operators a control tower that shows the entire program on one screen: allocation, freight, inventory, demand, exceptions. AI agents handle volume, senior operators own the judgment, and every recommendation can be inspected down to its data lineage. A glass box, not a black box.
How we do it
Twelve weeks. Production-ready. Verified value.
We define the control tower scope for the twelve-week cycle and measure the value generated against the baseline agreed with Finance. Subsequent cycles can expand coverage based on priorities and evidence.
Weeks 0 to 2
Map the program, establish the baseline
We define the team and its responsibilities according to scope, bring authorized allocation, freight, inventory, and demand data into the project environment, and establish an Approved Value Baseline with Finance. The target and measurement method are agreed in writing.
Weeks 2 to 9
Improve the logic, build the control tower
Senior operators improve allocation and replenishment logic; AI agents handle the volume work (data, mapping, instrumentation, exception triage). We deliver the unified-view interface from which operators manage the program, with every recommendation traceable to its inputs.
Weeks 10 to 12
Verify value, then build on it
Your stakeholders approve the Value Created against the week 2 baseline. Transfer and usage terms for the deliverables are defined in the contract. Any subsequent cycle and its scope are agreed in the project contract.
In operation
Production-ready product interfaces, not slides.
How the process connects
- ConnectDemand, inventory, and orders.
- DetectOperational exceptions and constraints.
- DecideAlternatives and owner approval.
- TrackExecution and outcome measurement.
Where we intervene
Five engagement types within this domain.
The scope can combine the following engagement types in a twelve-week cycle. We size it according to the value baseline and project dependencies, not the number of engagement types.
Control tower / unified view
An operational interface that shows allocation, freight, inventory, demand, and exceptions together. The screen from which your supply chain team manages the program, with AI agents highlighting what requires a human decision.
Fulfillment digital twin
A living model of your fulfillment network that operators can use to run simulations: reroute freight, reallocate inventory, stress-test a demand spike, and see the downstream effect before executing the actual move.
Allocation and replenishment interfaces
Allocation cockpits and replenishment interfaces where improved logic meets the operator. Agents propose the allocation; the operator sees the reasoning, overrides it when needed, and acts from one place.
Cockpit for demand sensing and S&OP
Demand sensing dashboards and an S&OP control tower that bring field signals together in a single planning interface. Senior planners and Finance see the same numbers, with identified, inspectable sources.
Glass-box observability layer
The transparency backbone beneath everything: data lineage, decision audit trails, and exception management queues. Operators and Finance can trace why any agent recommended any move. The opposite of a black box.
Business example
Replenish one branch without ignoring inventory at the others.
Client identity protected
Industry: multi-location retail and distribution. The business decision is whether to buy, transfer, or wait, taking customer service and the total cost of meeting demand into account.
The business problem
One branch faces a shortage while another holds stock of the same product. Procurement sees aggregate demand, logistics works with its routes, and the sales team knows commitments that do not always reach planning in time. Without a shared view, the response may be an urgent purchase or a transfer that solves one problem and creates another. Available inventory is not enough: the team needs to understand where it is, which demand requires it, and what constraints govern its movement.
STRTGY’s intervention
At STRTGY, we bring demand, inventory, open orders, lead times, and movement costs together in an operational interface. The logic compares replenishment and transfers between locations, incorporates minimum service levels, and shows the commitments affected. Agents prepare alternatives and flag exceptions; the planner reviews the evidence, adjusts the proposal, and authorizes the action. The control tower tracks the decision through execution and records why an option is chosen. Constraints and sources remain visible to the team.
The value and how it is measured
The value sought is making decisions with a network-wide view, not optimizing one branch at the expense of others. We measure shortages, order fulfillment, inventory turnover, transportation cost, and capital tied up in inventory. We agree with Finance on the baseline and comparison criteria, accounting for changes in demand and service levels. Validation examines the combined effect: a stock reduction is not considered an improvement if it generates a higher cost or degrades the agreed service.
Commitments
Delivery principles Defined in each proposal.
These principles guide delivery. We agree on the target and its measurement with Finance, validate value at the end of the cycle, and bill afterward. Each contract defines the scope, amount, payment terms, and how unmet targets are handled.
01
Value-based fees
Fees tied to the value we deliver, measured against a baseline approved by your Finance organization. Not to hours spent.
02
Transparent resource plan
Senior experts with responsibilities defined according to scope. Team composition and continuity and replacement terms are agreed in the project contract.
03
Vendor-independent architecture
Open standards, multicloud, model-independent execution environment. The control tower runs on your technology stack, without forced vendor dependence.
04
Auditable by design
Every request, decision, and outcome in the record. The control tower is delivered as a glass box, traceable and audit-ready.
DIRECT LINE
Put a number on the line this quarter.
Twenty-five minute call. A Cycle 1 sketch tied to a real P&L number in your operation, the baseline mechanics, the named operators, and how outcome-staking works. No slides, no obligation.
Frequently asked questions
Frequently asked questions
Questions a buyer actually asks.
What does a unified-view control tower actually give my operators?
One screen showing allocation, freight, inventory, demand, and exceptions together, instead of seven tabs and a spreadsheet. The control tower is the operational interface where your supply chain team works every day: it shows where the program stands, flags exceptions requiring a human decision, and lets the operator act without leaving the view. We build it as the working surface of the transformation, not as a reporting afterthought.
What do you mean by a ‘glass-box’ approach, and why does it matter?
A glass box is the opposite of a black box. Every AI agent recommendation is inspectable: an operator can see why a particular allocation was suggested, trace the data lineage behind it, and audit every decision the system made. That transparency is a trust signal for operators who must answer for the decision and Finance teams who must approve the value. Nothing in the system is a sealed model you have to take on faith.
How do you measure the value of a supply chain program in a way our Finance team will approve?
Before execution, we agree on a value target, a baseline, and a measurement method with your Finance team. Finance validates the value generated at the end of the twelve-week cycle. We bill after validation; the contract defines the amount, payment terms, and how unmet targets are handled.
Does this improve our allocation and fulfillment system, or just add dashboards?
It improves the system. This domain is transformation: improving allocation and replenishment logic, demand sensing, and the interfaces operators work in every day over multiple cycles. Dashboards alone do not change a P&L. We reconfigure the underlying decision logic, then build the control tower and cockpits on top so operators can manage the new system with AI agents handling volume.
How does this differ from working capital and margin recovery?
This domain builds the operating system: allocation logic, fulfillment digital twins, and the control tower. Operational Resilience focuses on margin, working capital, and inventory in the face of changes in the environment. Both can be combined, with scope and targets agreed for each cycle.
DIRECT LINE
Put a number on the line this quarter.
Twenty-five minute call. A Cycle 1 sketch tied to a real P&L number in your operation, the baseline mechanics, the named operators, and how outcome-staking works. No slides, no obligation.
Let’s talk about your operation