+£80m
Projected annual profit
Supply planning and S&OP redesign across production, product mix and order fulfilment on a SAP and JDA toolset.
Case studies and insights
Evidence of impact, in the units executives use.
Representative results from our founder's prior engagements, anonymised. Each case follows the same format: situation, intervention, result.
Representative client impact
Results delivered by our team, before Valtyx.
Draft Figures are taken from the founder's CV and must be confirmed and cleared for external use before publishing.
£150m
One-time cash release
Inventory and planning policy changes delivered in the same programme.
Closed loop
Demand, supply and fulfilment
Linear-optimisation product mix inside an end-to-end planning loop. Recognised with a worldwide implementation excellence award.
__ days
Cash-to-cash reduction
Consumer goods IBP and inventory case. Add client-approved figure.
__ pts
OEE improvement
Plant bottleneck programme. Add client-approved figure.
__ %
Forecast value-add
ML forecasting deployment. Add client-approved figure.
+__ %
Revenue captured
Lost-sales recovery on volatile or constrained lines. Add client-approved figure.
__ pts
OTIF improvement
Service programme by customer segment. Add client-approved figure.
__ %
Planner productivity
Items handled per planner after agentic workflows. Add client-approved figure.
Case study format
Every case study answers three questions.
Situation
The business problem, the cost of leaving it, and who owned it.
Intervention
What changed in the operating model, the platform and the decisions people make.
Result
The baseline, the outcome and the line in the P&L where it landed.
Perspectives
Where we think agentic planning is heading.
Where agents belong in the IBP cycle, and where they do not
A step-by-step view of which IBP activities to automate, augment or leave to people.
Why most forecasting ML projects stall before they reach the planner
Value-add testing, monitoring and the handoff that decides adoption.
Building a Value Realisation Office that Finance trusts
Baselines, ownership and the reporting rhythm that survive a quarter-end.
Digital twins for network risk: from picture to decision
Turning a footprint model into revenue at risk and a funded mitigation plan.
Service level as a growth lever: what OTIF is worth in revenue
Linking promise reliability to retention, share of shelf and lost-sales recovery.
Planner productivity: what to hand to agents first
A sequence for moving data work and routine exceptions off the planner's desk.
Want the full case for your own network?
An executive briefing applies this format to your operation and shows where the largest levers are likely to sit.