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Manual trade-offs
Service-vs-cost decisions are made by spreadsheet and instinct.
Optimization models that balance service, cost and capacity across your network and plants.
Visibility tells you what’s happening; optimization tells you what to do. We build optimization models across planning, inventory, production and distribution that balance service against cost and capacity — turning your operation from reactive to optimal.
Seeing the problem is only half of it — you still have to decide the best move.
Service-vs-cost decisions are made by spreadsheet and instinct.
Planning, production and distribution optimise separately.
Capacity and inventory are set with safety margins, not optimisation.
Four capabilities for optimisation.
Optimal stock and flow across the network.
Schedules that balance throughput, cost and due dates.
Quantified trade-offs across the operation.
Optimal responses to demand and disruption scenarios.
Decisions, optimised.
Inventory, network and production optimised together.
Optimised production schedules.
Service vs cost vs capacity, quantified.
Optimal responses to likely disruptions.
Bring a real decision or dataset — we’ll show you how KEPLER would approach it, with no obligation.
Book a 60-minute sessionWe start with a short diagnostic — the decision to improve, the data behind it, and a first slice that proves value fast. See how we engage →
From a quick diagnostic to a fully managed service — start small and scale as value is proven. How we engage →
The industries this work serves.
R&D, safety and commercial analytics.
Operational and patient-flow analytics.
Project controls, cost and schedule analytics.
Demand, pricing and customer analytics.
Quality, throughput and maintenance analytics.
From visibility to optimal decisions.
The network, plants and constraints are modelled.
Service, cost and capacity are balanced.
Optimised plans and schedules are produced.
Scenarios stress the plan.
Optimisation runs in the operating rhythm.
The operation runs at its best balance, not just its visible one.
The category, capabilities and expertise this connects to.
Common problems in this area, how KEPLER solves them, and the likely outcome.
~40% fewer stockouts
View details →Planning, supply and delivery data sit in disconnected systems across plants and regions, so a disruption is only visible once it has already become a shortage.
Risk seen and worked before it turns into a stockout - on comparable builds, roughly 40% fewer (illustrative).
10–20% inventory freed
View details →Safety stock is set by habit, so cash is tied up in slow movers while the parts that matter still stock out. High inventory and poor service coexist.
Working capital released from the wrong stock while service on the right stock improves.
Faster replanning cycle
View details →Production plans are assembled by hand across spreadsheets. They take days to build, ignore real constraints, and are stale the moment demand or supply moves.
Plans that respect the constraints and can be redone in hours, so the schedule tracks reality.
No use cases match this filter yet — but the problem is almost certainly one we can help with.
Ask us about your problem →Tell us your toughest service-vs-cost trade-off and we’ll model the optimum.
Talk to our operations team
