Function processes
Demand & Supply Balancing
Monthly or weekly planning across forecasts, open orders, inventory, capacity.
- planning
- walkthrough
- signals
- scenarios
- planner signoff
How it works
Built walkthrough
Demand & Supply Balancing is modeled as a real run: process diagram, live path, review packet, and evidence trail.
Superprocess · Supply Chain
Demand & Supply Balancing
Design
The process loads planning signals into a constrained model, explains the shortage, branches into three scenario choices, and requires planner signoff before publishing.
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What the diagram shows
A live shortage pulls forecast changes, firm orders, inventory, capacity, supplier commitments, and service targets into a constrained response, then routes the immediate allocation tradeoff to a planner.
12
modeled steps
13
modeled routes
1
human gates
Run
The animated path follows a forecast-driven shortage into the recommended reallocation response, planner signoff, committed system actions, and assumption log.
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Load signals
00:00Forecast uplift, orders, inventory, transit, capacity, suppliers, and service target loaded
Find gap
00:34Week-3 demand exceeds constrained supply for Northeast DC
Compare scenarios
00:59Reallocation, expedite, and backorder options scored
Planner signoff
01:24Planner approves allocation shift and expedite cost
Commit response
—Allocation instructions, expedite decision, customer promise, and assumptions updated
Decision
The planner sees demand delta, constrained week, scenario comparison, service impact, cost impact, and the recommended allocation shift.
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Decision required
Named authority · Planner signoff
Demand delta
+11% Northeast DC
Constraint
Week-3 supplier capacity
Service impact
Key accounts protected
Recommended scenario
Reallocate Northeast inventory
service, cost, shortage
Evidence
The assumption log keeps every input version, scenario score, planner decision, and published plan update in one record.
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Run record
Inputs, decisions, artifacts, and system writes stay together.
Signals loaded
Forecast, orders, inventory, in-transit, capacity, supplier commits, and service target loaded
Shortage explained
Week-3 Northeast demand exceeds constrained supply after firm orders
Scenarios compared
Reallocation, supplier expedite, and protected-backorder options scored
Planner signoff requested
Recommended allocation shift routed with service and cost impact
Response committed
Allocation rule, supplier action, customer promise, and assumptions record updated
S&OP Cycle Coordination
Data aggregation across demand, supply, finance.
- planning
- walkthrough
- signals
- scenarios
- planner signoff
How it works
Built walkthrough
S&OP Cycle Coordination is modeled as a real run: process diagram, live path, review packet, and evidence trail.
Superprocess · Supply Chain
S&OP Cycle Coordination
Design
Three formal functional reviews must clear the cycle cutoff, reconcile into one plan, and pass pre-S&OP before executive approval and publication.
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What the diagram shows
A scheduled S&OP cycle moves through separate demand, supply, and finance reviews, reconciles one cross-functional plan, recovers late inputs, and carries the final tradeoffs through pre-S&OP and executive approval.
11
modeled steps
13
modeled routes
1
human gates
Run
This scheduled cycle follows a demand-review change through cutoff, cross-functional reconciliation, pre-S&OP, executive approval, publication, and decision history.
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Open cycle
D-10Calendar, owners, cutoffs, prior plan, and required review packets registered
Run functional reviews
D-7Demand, supply, and finance teams submit reviewed assumptions and gaps
Reconcile plan
D-4Late data is recovered; volume, capacity, service, margin, and cash are aligned
Pre-S&OP
D-2Cross-functional leaders resolve conflicts and prepare one recommended operating plan
Executive S&OP
D-1Executives approve the constrained plan, tradeoffs, actions, and owners
Publish and record
D0Approved targets, actions, assumptions, and decision history update planning systems
Decision
Executives see the demand delta, supply and capacity gap, finance impact, unresolved conflicts, recommended plan, and accountable owners.
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Decision required
Named authority · Executive S&OP
Demand review
Consensus plan +7.2%
Supply review
Line 3 constrained in weeks 6–8
Finance reconciliation
Margin held within 40 bps
Executive decision
Approve constrained operating plan
approve plan, actions, owners
Evidence
The cycle record keeps every review version, late-data recovery, reconciliation change, forum decision, executive authority, action owner, and published plan.
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Run record
Inputs, decisions, artifacts, and system writes stay together.
Cycle opened
Calendar, owners, prior plan, cutoffs, and required review packets registered
Functional reviews complete
Demand, supply, and finance assumptions submitted with gaps and owners
Plans reconciled
Late inputs recovered; volume, capacity, margin, cash, and service aligned
Pre-S&OP recommendation
Cross-functional conflicts resolved into one constrained operating plan
Executive approval
Plan, tradeoffs, actions, and accountable owners approved
Plan published
Operating targets, assumptions, actions, and decision history written to planning systems
Inventory Reconciliation
Cross-system matching across WMS, ERP, store systems.
- supplier ops
- root cause
- owner routing
- recovery action
How it works
Today
Inventory teams compare WMS, ERP, store systems, transfers, cycle counts, and shipment timing before deciding whether stock is real.
With Superprocess
Inventory variance becomes an explained queue with likely cause, next action, and adjustment owner.
01 · Match
Agents compare stock records.
SKU, lot, location, transfer, receipt, shipment, cycle count, and ERP quantity are matched across systems.
02 · Explain
The process separates timing from true variance.
Open transfers, delayed receipts, picks, damages, and count gaps route differently instead of becoming one spreadsheet.
03 · Adjust
Inventory owners approve the correction.
The owner chooses recount, transfer correction, write-off, or ERP adjustment with source records attached.
Logistics Exception Handling
Classify, prioritize, route carrier and shipment exceptions.
- supplier ops
- root cause
- owner routing
- recovery action
How it works
Today
Logistics teams jump between TMS, carrier portals, order status, and customer promises when a shipment goes wrong.
With Superprocess
Exceptions arrive already classified by impact, cause, recovery path, and owner.
01 · Sense
Agents assemble the shipment context.
Carrier status, route, ETA, order priority, inventory position, SLA, and customer promise are pulled together.
02 · Recover
The process keeps the exception alive.
It retries carrier calls, checks inventory options, waits on warehouse or carrier owners, and escalates by impact.
03 · Commit
Ops chooses the recovery action.
The owner selects reroute, expedite, customer notice, split shipment, or claim with cost and service impact visible.
Order-to-Cash Exceptions
Flag stuck orders, route to ops, draft customer communication with policy grounding.
- supplier ops
- walkthrough
- customer promise
- root cause
- recovery
How it works
Built walkthrough
Order-to-Cash Exceptions is modeled as a real run: process diagram, live path, review packet, and evidence trail.
Superprocess · Supply Chain Operations
Order-to-Cash Exceptions
Design
The process starts from a missed carrier cutoff, reconciles ERP, WMS, TMS, credit, allocation, and CRM state, then branches by exception family before owner approval.
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What the diagram shows
A stuck customer order is diagnosed across ERP, warehouse, transportation, credit, and customer-commitment records, then routed to an accountable order owner with a recommended recovery action.
10
modeled steps
12
modeled routes
1
human gates
Run
The animated path follows this order through warehouse miss, owner approval, recovery commit, and promise-change record.
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Promise breach
00:00Order O-43891 will miss the carrier cutoff
Trace state
00:28ERP, WMS, TMS, credit, allocation, and CRM promise reconciled
Select path
00:46Warehouse miss beats credit, stock, and carrier hypotheses
Approve tradeoff
01:08Order owner chooses split shipment plus expedite cost
Commit recovery
—WMS, TMS, ERP promise, and customer message updated
Decision
The order owner sees customer impact, root cause, recovery option, expedite cost, and the drafted customer update.
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Decision required
Named authority · Order owner
Customer impact
Tier-1 order at risk
Root cause
Pick wave missed cutoff
Recovery option
Split + expedite
Customer update
Promise message drafted
cost, SLA, promise
Evidence
The run keeps the before and after promise, owner decision, system writes, and customer communication together.
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Run record
Inputs, decisions, artifacts, and system writes stay together.
Promise breach detected
Carrier cutoff risk found for O-43891
Order state reconciled
ERP, WMS, TMS, credit, allocation, and CRM promise compared
Exception path selected
Warehouse pick miss scored above credit, stock, and carrier alternatives
Owner decision requested
Split shipment and expedite cost sent for approval
Recovery committed
Pick task, shipment, ERP promise, and customer message updated
Freight Invoice Audit
Rate validation, accessorial checking, dispute generation across carriers and modes.
- reconciliation
- record match
- variance
- finance owner
How it works
Today
Transportation teams compare carrier invoices against contracts, lane rates, fuel tables, accessorials, POD, and shipment history.
With Superprocess
Overcharges become a dispute-ready packet while clean invoices keep moving.
01 · Match
Agents audit the freight bill.
Carrier invoice lines are matched to shipment, lane, weight, fuel surcharge, accessorial rules, and proof of delivery.
02 · Dispute
The process builds the exception case.
It separates valid charges from rate errors, duplicate bills, missing POD, late fees, and contract exceptions.
03 · Pay
Finance approves payment or dispute.
The packet recommends pay, short-pay, dispute, or request evidence, with carrier and contract citations attached.
Ready to scope one of these for your operation?
We shadow your ops, scope the process, blueprint it, pilot it, and ship it to production. Typically 6–12 weeks to first production value.