Problem · For operations leaders
Know which committed orders won't ship on time, while there's still time to fix it.
Where it starts
It starts with one person's morning.
Luis Ortega · production planner
Wednesday, 7:45 AM. Luis has 14 batches next week.
The schedule says AD-310 runs Monday on Reactor R-1. The supplier's email says the IPDI arrives Wednesday. The plan still assumes Monday.
Before he can act, Luis has to work out what the late material breaks, what else can run, and whether the Oct 30 ship date still holds.
Illustrative example · sample company and data
The information exists. The operational picture doesn't.
Changes arrive in the wrong inbox.
Supplier dates, short receipts and capacity changes land with purchasing or maintenance, not with planning.
The schedule doesn't know.
The plan stays as it was until someone notices, usually the morning the line is ready.
Expensive firefighting.
Expediting, overtime and reshuffling that earlier warning would have avoided.
Ship dates you can't trust.
Managers see system statuses, but can't see which committed orders are actually at risk.
How one change spreads
From one message to a business result
One batch, start to finish
A late ingredient, a reactor going down, and a ship date that still looks fine
It catches the problem five days before the batch
Today's process
- Wed 21Supplier update lands with the buyer
- Thu 22ERP and schedule unchanged. Batch still shows ready
- Fri 23Next week's plan is locked as is
- Mon 26Found at 6 AM when the IPDI isn't there. R-1 sits idle, and R-2 is down Tuesday
With LevelOneAI
- Wed 21Supplier update matched to PO 7731. Date change detected: Mon → Wed
- Wed 21Checked against the recipe, inventory, capacity and the ship date. Work item opened: Oct 30 at risk
- Wed 21Resequence proposed: a ready batch takes Monday's slot, AD-310 starts Wednesday
- Thu 22Planner approves with five days to spare
It connects materials, capacity and the committed order
"IPDI delivery moves from Mon Oct 26 to Wed Oct 28, 8 AM."
Expected receipt still shows Mon Oct 26.
AD-310 adhesive base requires IPDI.
IPDI on hand isn't enough for one batch.
R-2 down Tuesday. R-1 is the only option early in the week.
Pinecrest ships Oct 30. No shipping notice from the supplier yet.
The conclusion it reaches: the Monday batch can't start, but CX-120, with all materials on hand, can take the slot. Pinecrest still ships Oct 30 if AD-310 starts Wednesday.
It drives the issue to a verified resolution
Who does what
- Gets Wednesday's delivery confirmed in writingBuyer Thu Oct 22
- Approves the resequence on R-1Production planner Thu Oct 22
- Updates the schedule and the PO date in the ERPProduction planner After approval
- Confirms the IPDI arrivedReceiving Wed Oct 28
Closes only when
- Supplier confirmation linked to the PO
- Schedule and ERP updated
- IPDI received
- AD-310 shipped Oct 30
Warning
5 days
before the batch, instead of the morning of
Reactor time kept
20 hours
Monday's slot used by a ready batch instead of sitting idle
Sources connected
6
supplier update, PO, recipe, inventory, maintenance and sales order
Illustrative example · sample company and figures. A Workbench is measured against your own baseline.
The workbench for this
The Production & Delivery Risk Workbench
What it connects
- Supplier and purchasing email
- ERP purchase orders and inventory
- Recipes or bills of materials
- Production schedule and capacity
- Committed sales orders
What closes an issue
- Delivery confirmed in writing
- Schedule and ERP updated
- IPDI received
- AD-310 shipped Oct 30
Why not a planning or scheduling tool? A scheduling tool optimizes the plan it's given. It doesn't read the supplier's email that changed it. The workbench catches the change, shows what it breaks and proposes the fix for the planner to approve.
See the Production & Delivery Risk demoWhat's at stake
Operations: ship committed orders on time.
What we measure
A supplier delay, a short shipment, a spec or customer change that reached production, shipping or billing too late.
Expedites and premium freight, overtime, line-down time, late or lost shipments, penalties.
Your yearly impact
$360,000
12 times a year × $30,000 each, lost to changes nobody acted on in time.
Payback
LevelOneAI pays back the $20,000 setup if it helps you catch 1 of those 12 in time.
Your numbers, your estimate. We measure the real result against your own baseline after go-live.
See pricing and the full calculatorStart with Workbench Starter
Try production & delivery risk on your own work. No setup.
Connect your email in Claude or ChatGPT and add the documents you have. These two make the results sharpest:
- Production schedule
- Committed customer orders
30-day free trial, then $199/month. No card needed for the 30-day trial. Cancel anytime.
See it on your own work.