Reconciled p.14
FY2025 disruption scenario: Supply cost impact
+3.6% vs. prior period
Use case
Supply chain planning
Run drivers, scenarios, and cross-team collaboration on the same reconciled financial model finance already trusts, so a supply decision and its cost or cash-flow impact are never two different numbers.
Built on actuals already reconciled from
- PDF filings
- Bank statements
- ERP exports
- ZATCA e-invoices
- Excel schedules
What holds supply chain back
A supply decision shouldn't need a separate spreadsheet to prove its cost.
- Supply chain plans live in a separate operational tool that finance reconciles by hand once a quarter, if at all.
- A lead-time or capacity assumption changes in the ops model and finance only finds out in the next variance meeting.
- Every disruption drill starts from a blank scenario instead of the reconciled base case the rest of the plan already trusts.
- The cost and cash-flow impact of a supply decision gets estimated on the side instead of flowing into the forecast itself.
A connected cycle
One model, from supplier disruption to cash forecast.
A guided walkthrough of a live supply-chain model: every figure on screen still carries its own citation.
Drivers finance already trusts
Supply-chain drivers run against actuals already reconciled to the ledger, not a parallel spreadsheet finance has to re-check later.
Scenarios that recompute everywhere
Model a supplier delay, a demand spike, or a capacity constraint in plain language: the cost and cash-flow impact recomputes deterministically across the model.
One plan, every function
Procurement, operations, and finance work from the same governed model, so a supply decision and its financial impact are never two different numbers.
Key features
Built for connected supply chain planning
Disruption and capacity scenarios
Test a supplier delay, a demand spike, or a capacity constraint in plain language: every dependent cost and cash-flow line recomputes against the same reconciled base case, never a detached copy.
56% Baseline
88% Peak demand
30% Disruption
Aligned across procurement, ops, and finance
Supply-chain planners and finance read from one governed definitions layer, so a driver means the same thing in the ops room and in the board pack.
Granular access rights
Role-based access and per-organization isolation keep sensitive supplier and cost figures scoped to the people who should see them.
Flows straight into the three-statement model
A supply-chain-driven cost or cash-flow impact lands in the P&L, balance sheet, and cash forecast automatically, with the same lineage as any other modeled figure.
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Not a rating. A chain.
Every figure in the supply chain plan can show its own proof.
- 1 Filed
- 2 Extracted
- 3 Reconciled
- 4 Cited
- 5 Exported
Reconciled p.27
Inventory carrying cost: Q2 rebalance
−5.1% vs. prior period
Reconciled p.9
Capacity constraint: Revenue impact
+1.8% vs. prior period
Keep exploring
Discover more planning surfaces
Sales & operations planning
Demand, supply, and the financial plan connect on one reconciled model instead of three spreadsheets stitched together by hand.
See it in actionDemand & inventory planning
Demand and inventory assumptions connect into the same model as the financial forecast, so stocking decisions and cash flow stay consistent.
See it in actionThree financial statements
Income statement, balance sheet, and cash flow modeled together, with accounting-identity checks enforced by the deterministic engine.
See it in actionFrequently asked
Questions about supply chain planning.
How does supply-chain planning here differ from a standalone ops tool?
It runs as a connected surface over the same reconciled financial model, rather than a siloed system finance has to reconcile against afterward. A supply plan and the financial forecast are always the same underlying model.
What happens to the P&L when a supply assumption changes?
The change recomputes deterministically through to cost and cash flow in the three-statement model; there is no separate hand-off step where someone re-enters the new number into a finance tab.
Can we test a disruption scenario without breaking the live plan?
Yes. A scenario stays tied to the underlying reconciled base case, so a what-if recomputes on its own branch rather than overwriting the plan the rest of the team is working from.
Where do the supply-chain actuals in the model come from?
From the same ingestion and reconciliation path as the rest of the platform: ERP exports, bank feeds, or uploaded Excel/CSV/PDF, normalized and checked against printed totals before anything becomes citable.
Can I ask about a supply-driven cost impact in plain language instead of building a report?
The Analyst agent answers questions over your model and its cited actuals in plain language, retrieving figures, running the calculation, and citing what it computed from.
Is a full inventory-optimization or S&OP engine included today?
Supply-chain planning is described here at capability level as part of the founder-directed planning scope. Specific mechanics beyond what is documented on this page are on the roadmap and will carry a "Coming soon" label until shipped.
Get started
Plan the next supply chain move on the ledger, not a guess.
Book a walkthrough and we'll connect a sample disruption scenario to your own reconciled actuals: one model, cited end to end, ready for the next planning cycle.