Distribution & Logistics
Connect inventory, warehouse,
fulfilment and delivery.
MovementControl
For distributors, wholesalers and product-led organisations where inventory, warehouse and fulfilment determine customer service and working capital. We connect those processes through Microsoft business applications, data and operational intelligence so the organisation can see what needs to move, what is blocking it and where attention is required.
Distribution performance depends on flow: product, information, work, customer commitments and cash.
In short
What distribution leadership is actually trying to control.
Before capability, the question is which outcomes need to move. These are outcome areas to baseline, not benchmark promises.
Availability
Can the organisation fulfil what it promises, from the stock and inbound it actually has?
Service
Can orders leave when customers expect them to, on a normal day and a peak day?
Inventory
Is stock protecting real demand, or holding cover for a signal nobody trusts?
Warehouse flow
Can inbound, replenishment, picking and dispatch keep moving without competing for the same people?
Accuracy
Are inventory, order and return records dependable enough to make decisions from?
Working capital
How much cash is committed to inventory, open purchase commitments and freight?
Margin
Which products, customers, channels and fulfilment patterns actually create value?
Resilience
Where do supplier, inventory, integration, capacity or transport dependencies create risk?
Who this page serves
Product distribution, including own warehouse and fulfilment.
This proposition is written for distributors, wholesalers, stock-holding product businesses and warehouse-led fulfilment operations, including those running their own logistics.
Where we would qualify separately
Third-party and contract logistics is a different operating model. Customer-owned inventory, multi-client warehouse operations, client-specific processes and SLAs, storage and fulfilment charging, value-added services, operational billing, customer portals and contract profitability all change the commercial and system design.
We would qualify that requirement in conversation rather than claim contract logistics depth on a page. Freight forwarding is not a capability we position.
Value realisation
An outcome needs a baseline, a change and an owner.
A new ERP is not the distribution outcome. The outcome is whether the operation becomes easier to control. This is the chain we work along before agreeing what a programme should deliver.
Order service
- Baseline:
- Current on-time despatch and fulfilment performance, measured from your own data.
- Operating change:
- Availability rules, allocation policy and warehouse work sequencing agreed and owned.
- Platform capability:
- Availability, allocation, warehouse execution and dispatch controlled in one record.
- Adoption:
- Supervisors, pickers, packers and customer service working the same process.
- Observed result:
- Observed movement against the baseline, reviewed rather than assumed.
Inventory and working capital
- Baseline:
- Stock value, coverage, slow-moving exposure and open purchase commitment today.
- Operating change:
- Stock policy set by item behaviour rather than one blanket rule.
- Platform capability:
- Replenishment, reorder policy, transfers and commitment visibility in the platform.
- Adoption:
- Buyers and planners maintaining the assumptions behind the policy.
- Observed result:
- Coverage and exposure tracked over time against the same baseline.
Warehouse throughput
- Baseline:
- Current work volume, backlog behaviour, travel and replenishment interruption.
- Operating change:
- Storage, put-away, pick-face and picking strategy designed for the current order profile.
- Platform capability:
- Directed work, replenishment triggers and mobile execution where the platform supports it.
- Adoption:
- Shift teams trained on devices, labels and exceptions before the first live order.
- Observed result:
- Throughput and exception volume observed, not promised in advance.
Margin and cost to serve
- Baseline:
- Current visibility of freight, handling, returns and channel cost against revenue.
- Operating change:
- Pricing, rebate and landed-cost treatment agreed with finance and commercial owners.
- Platform capability:
- Landed cost, freight, rebate and returns recorded where margin is reviewed.
- Adoption:
- Commercial and finance teams reviewing the same figures in the same context.
- Observed result:
- Margin explained by product, customer and channel rather than reconstructed monthly.
The decision at the end of the chain is whether the change was worth it. We do not publish return-on-investment figures we cannot evidence.
The distribution reality
A customer order creates work across the entire operation.
Customer demand, product, availability, supplier, purchase order, inbound, warehouse space, bin, picker, pack station, carrier, dispatch, delivery, return and finance all sit behind one shipment. When those processes are disconnected, inventory becomes harder to trust, warehouse teams spend more time searching, workload becomes reactive, customer commitments become less reliable, returns take longer to resolve and working capital becomes harder to control.
Each decision is manageable on its own. The difficulty is that they all move at the same time.
Demand creates a commitment
One customer order becomes availability, allocation, warehouse work and a delivery promise.
The stock has to arrive
Purchase orders, lead time and supplier reliability decide whether the promise holds.
Receiving creates the next task
Every inbound delivery becomes put-away, space, replenishment and warehouse workload.
Location decides picking effort
Where stock is placed today decides how far someone travels tomorrow.
Capacity decides service
If the work cannot be picked, packed and dispatched today, the customer feels it tomorrow.
Every movement affects cash
Inventory, freight, returns and open commitments all sit inside working capital.
Distribution is not about holding stock. It is about moving the right stock through the operation at the right time.
More inventory does not automatically create better service. More warehouse activity does not automatically create more throughput. More orders do not automatically create more profitable growth. The operating model needs to understand flow.
One connected flow
Connect demand to delivery.
This is the core flow. Inventory, customer commitment, warehouse capacity, cost, data and control are not stages within it: they apply across all of it, which is why treating any of them as a single step tends to fail.
Customer demand
Understand what is being bought, what is contracted and what has changed.
Availability
Know what is free to promise before the promise is made.
Replenish
Turn demand into a replenishment signal against policy and lead time.
Purchase
Place commitments that protect demand rather than simply add stock.
Receive
Bring stock in accurately with the tracking the product requires.
Put away
Follow an intentional storage and replenishment policy rather than convenience alone.
Replenish pick face
Make sure the pick face is ready before the work arrives.
Pick
Sequence and allocate work so travel and congestion are not wasted.
Pack
Complete the order with the right packaging, weight, label and documentation.
Dispatch
Know what is ready, what is waiting and what is at risk of missing cut-off.
Deliver
Carry the commitment through carrier handoff, tracking and customer communication.
Return and review
Bring returns back into inventory, finance and customer understanding.
Applies across every stage
Inventory
Every stage either commits, consumes, moves or exposes stock.
Customer commitment
The promise made at order entry has to survive every later decision.
Warehouse capacity
Space, equipment and people constrain what the flow can absorb today.
Cost and margin
Purchase, freight, handling, returns and service cost accumulate throughout, not at the end.
Data
Item, location, unit, tracking and customer data decide whether any stage can be trusted.
Control
Security, approval, reconciliation and exception handling apply from purchase to credit.
Where complexity appears
What the operating platform should actually control.
Open only the areas that matter to your operation. Each one explains the business decision it supports rather than listing functionality.
- Sales orders, forecast, seasonality, customer schedules and promotions
- Contracts, historical demand, channel demand and product lifecycle
- What is current demand, what is future demand, and what has changed?
- Which demand is exceptional and which products need attention this week?
- Replenishment becomes stronger when the demand signal is clearer.
Commercial model
Fulfilment decides service. Commercial terms decide margin.
Distribution margin is created and lost across pricing, rebates, freight, landed cost and cost to serve. These areas apply where they are relevant to your business, not by default.
Every inventory decision is both a service decision and a working-capital decision.
Warehouse complexity
How complex is the warehouse, actually?
Warehouse complexity is a combination of process, volume, variation, automation and dependencies. No single warehouse-size measure decides the platform.
Order profile
Order mix, lines per order, units per line, B2B and B2C split, peaks and seasonality.
Storage
Locations, bins, zones, reserve and pick face design, product storage restrictions.
Picking
Single order, batch, wave, zone, cluster and prioritisation requirements.
Replenishment
Triggers, pick-face design, reserve stock behaviour and interaction with picking work.
Automation
Conveyors, robotics, sortation, automated storage, scanning and equipment interfaces.
Product
Lot and serial control, dimensions, shelf life where relevant, handling constraints.
Network
Sites, warehouses, transfers, legal entities and fulfilment allocation between them.
Integrations
Ecommerce, EDI, carrier, WMS, TMS and automation interfaces and their owners.
Governance
Security, support model, operational controls and resilience expectations.
Warehouse layout
Layout should be reviewed as the operation changes.
Fast movers, pick face, reserve stock, zones, co-picked items and travel path all change as the product mix changes. Warehouse layout should be reviewed as demand, product mix and operating constraints change.
What changes when slotting is wrong
- Pickers travel further than the order profile requires
- The pick face runs dry during the busiest waves
- Replenishment competes with picking for the same people
- Co-picked items sit in different zones for no operational reason
Inbound design
Does all inbound inventory genuinely need to enter storage?
Some inbound stock is already committed to a customer order before it arrives. Where that is true, storing it first adds handling without adding control. These patterns are options to qualify, not requirements for every distributor.
Cross-dock
Inbound stock moves straight to outbound without entering storage, where demand is already committed.
Demand-linked receiving
Receiving is prioritised by the orders waiting on the stock rather than by arrival order.
Flow-through
Inbound quantities are broken down and allocated directly to outbound work.
Staging
Stock is held in a controlled staging area rather than committed to a storage location.
Returns and reverse logistics
A return is both a customer transaction and an inventory decision.
Returns cross customer service, warehouse, inventory, quality and finance. The disposition decision is where most of the value or loss sits, and not every platform supports every pattern identically.
Request
Capture the reason, the customer expectation and the original transaction.
Authorise
Decide whether the return is accepted, and on what commercial terms.
Receive
Book the physical goods back with the tracking the product requires.
Inspect
Establish condition, completeness and cause.
Disposition
Restock, quarantine, repair, scrap, return to vendor or replace.
Inventory action
Put the stock back into the right status, location and availability.
Financial action
Credit, replacement, recovery or write-off, recorded consistently.
Learning
Feed the reason back into product, supplier, packaging and customer decisions.
Possible dispositions
- Restock
- Quarantine
- Repair
- Scrap
- Vendor return
- Replacement
Platform fit
Choose the platform for the operating model.
Both platforms can support distribution. The decision should be made against the combined requirement rather than company size or warehouse square footage. These are InteliSense qualification patterns, not Microsoft product thresholds.
Business Central may fit when
- Order profile and picking requirements are supported by standard platform capability.
- Inventory, tracking and replenishment needs fit the platform without heavy extension.
- Warehouse execution depth is within what the platform and supporting architecture handle responsibly.
- Site and entity structure is contained.
- Automation and equipment interfaces are limited or absent.
- The integration landscape is controlled and each interface has an owner.
- Governance and reporting requirements are proportionate to the operation.
Dynamics 365 Finance and Supply Chain Management may fit when
- Warehouse execution depth includes directed work and wave management.
- Replenishment and location logic are more complex than standard capability supports.
- Multiple sites and legal entities operate together.
- Enterprise planning or production dependencies form part of the same operating model.
- Enterprise governance, security and intercompany requirements apply.
- The integration landscape is broad and operationally critical.
- Broader operational orchestration is needed across supply, warehouse and finance.
The order the decisions should be taken in
Operating fit
Agree the distribution model, order profile, inventory policy and warehouse operating model.
Architecture
Decide what ERP controls and where specialist WMS or TMS capability begins.
Platform fit
Test Business Central or Finance and Supply Chain Management against real examples.
Delivery fit
Choose the route the situation supports, not the fastest one available.
Choose the platform for the operating model, not the warehouse size.
Architecture
Where ERP ends and specialist systems begin.
Do not custom-build an ERP into a specialist WMS if integration is the better architecture. Equally, do not add a specialist system because volume, automation or ecommerce exist in isolation.
ERP only
The order profile, storage model, picking strategy and tracking requirements are supported by standard platform warehouse capability.
Consider: Simplest to operate and support. Fewest interfaces, one operational record.
ERP plus extension
Most of the operation fits, with a bounded gap that an extension or app can close responsibly.
Consider: Extension ownership, upgrade impact and long-term support all need naming before it is built.
ERP plus specialist WMS
Execution depth, equipment, automation, specialist workflow or labour orchestration genuinely exceeds what the ERP should be asked to do.
Consider: Vendor maturity, integration design, data ownership, support model and who owns the inventory record.
What the WMS decision should weigh
- Execution depth required on the floor
- Equipment and material handling in use
- Automation, robotics or sortation interfaces
- Specialist warehouse workflow that ERP would have to be bent to support
- Labour orchestration and work allocation requirements
- Product handling constraints
- Vendor maturity and roadmap
- Integration design and error behaviour
- Support model and who answers at 06:00
- Ownership of the inventory record
Transport architecture options
ERP transport capability
Microsoft ERP includes transport-related capability, and how much of it is relevant depends on the platform and the operation. It should be assessed rather than dismissed.
Carrier integration
Direct or brokered carrier connections for labelling, manifesting, tracking and service selection where a supported interface is available.
Specialist TMS
Where routing, freight rating, freight procurement, multi-leg planning or fleet management are genuinely specialised requirements.
External logistics provider
Where transport is contracted out and the requirement is data exchange, visibility and proof of delivery rather than in-house planning.
Not every logistics requirement belongs inside ERP. Qualify each requirement individually.
- Routing and scheduling
- Freight rating
- Carrier selection
- Fleet management
- Parcel operations
- Multi-leg transport
- Freight procurement
- Tracking
- Proof of delivery
Delivery route
The right route depends on how much is still undecided.
Transform, standard implementation, RAPID qualification, Recover, Optimise, Support and Partner Transition are different answers to different starting points. Not every new requirement is either Transform or RAPID.
Transform
When the future operating model still needs defining
Inventory policy, warehouse operating model, fulfilment rules, network design, commercial model, platform and integration all still need decisions. Do not configure the current operation into a new ERP by default.
Explore TransformStandard implementation
When the model is understood and delivery needs control
Platform and future processes are sufficiently understood, but complexity, data and cutover need conventional governed delivery. The methodology is the same discipline whether or not the timeline is accelerated.
Explore ImplementationRAPID qualification
When a strict-fit bounded requirement may support acceleration
RAPID is assessed after platform fit, not before it. Business Central scope may be assessed for RAPID 30, and bounded enterprise scope for RAPID 90. Not every distribution programme qualifies, and warehouse complexity is a common reason it does not.
Explore RAPIDRecover
When the programme has lost confidence or control
Problems can cross availability, warehouse execution, integration and inventory valuation. Recovery starts by establishing what is actually true before deciding what to change.
Explore RecoveryOptimise
When the platform is stable but friction remains
Optional, evidence-led and only worth doing against a baseline. Slotting, replenishment policy, pick strategy, returns handling and deferred automation are common candidates.
Explore OptimiseSupport
When the operation depends on the platform every day
Once fulfilment runs on ERP, support is operational continuity across sales, purchasing, inventory, warehouse, carrier interfaces, EDI, reporting and data. Support keeps agreed capability operating.
Explore SupportPartner transition
When the platform can stay but the partner needs to change
ERP, WMS, EDI, carriers, labels, scanners, integrations, service identities and support knowledge all need to move under customer control before responsibility transfers.
Explore Partner Transition
Where Business Central is the agreed platform, RAPID 30 may be qualified. Where Dynamics 365 Finance and Supply Chain Management is the agreed platform and scope can be bounded, RAPID 90 may be qualified. Acceleration is assessed after platform fit and is never automatic.
Confidence gates
Four points where distribution confidence is re-confirmed.
A gate is a decision point rather than a milestone to pass. Each one can confirm the plan, pause it, or reduce scope, and each is evidenced rather than asserted.
Gate 1
Before design
Operating model confidence
The distribution operating model is described in business terms before anything is configured against it.
Confirmed at this gate
- Distribution model, customer and channel model, sites and warehouses
- Order profile, inventory policy and warehouse operating model
- Returns, transportation and the commercial model
- Business outcomes to baseline, and any specialist systems already in use
Decision
Proceed to platform and architecture qualification · Investigate further where the model is still contested · Transform first where the future model is not yet agreed
Gate 2
Before commitment
Platform and architecture confidence
Platform fit and architecture boundaries are tested against real examples rather than a feature list.
Confirmed at this gate
- Business Central or Finance and Supply Chain Management fit, evidenced against your operation
- ERP against specialist WMS, and the TMS or carrier architecture
- Ecommerce, EDI, automation and equipment interfaces
- Data, integration, security, licensing, reporting and first-release scope
Decision
Proceed with an agreed architecture · Re-scope where the first release is carrying too much · Introduce specialist capability, or change delivery route
Gate 3
Before cutover preparation
Operational proof
Representative operational scenarios are proven with real users and real data, not demonstrated by a consultant.
Confirmed at this gate
- Purchase to receipt, receipt to put-away, replenishment, availability and allocation
- Order to pick, pack, dispatch, carrier handoff and return to credit
- Transfer, inventory count and end-to-end finance
- Integrations and the exception scenarios that occur on a bad day
Decision
Proceed to cutover preparation · Remediate the defects found · Re-test where the scenario was not representative
Gate 4
Before go-live
Distribution go-live readiness
Readiness is judged on stock, work, users and connected systems together rather than on configuration alone.
Confirmed at this gate
- Item and master data, opening inventory, locations and bins, lot and serial where required
- Open sales orders, open purchase orders, transfers, warehouse work and replenishment setup
- Carrier, EDI and ecommerce integration, devices and scanners, labels and printers
- User and shift readiness, security and access, support cover and reconciliation
Decision
Go, with agreed hypercare · No-go, with named conditions · Controlled deferral of a defined part of scope
A warehouse go-live is safe when stock, work, users and connected systems can operate together, not simply when ERP configuration is complete.
Implementation
Cutover is a stage, not an afterthought.
The same governed methodology applies whether or not the timeline is accelerated. Improvement is optional, and only after the operation is stable.
Understand
Establish the operating model, order profile and constraints as they are.
Design
Agree inventory policy, warehouse model, fulfilment rules and architecture.
Validate
Test the design against real orders, real items and real exceptions.
Configure and build
Build the agreed scope, with extensions only where justified.
Connect
Design, build and own each interface rather than assuming it is standard.
Migrate and rehearse
Load, reconcile and rehearse. Opening inventory is proven, not hoped for.
Prove
Run representative scenarios end to end with the people who will use them.
Prepare
Readiness, training, devices, labels, security, support cover and cut-off plan.
Cutover
Count, reconcile, switch interfaces and start with a rollback position understood.
Stabilise
Hypercare across shifts until the operation runs without escalation.
Operate
Support keeps agreed capability running. Improvement is a later, separate decision.
Shared responsibility
Some of this only you can do.
We can configure the replenishment policy. The distributor has to own the assumptions behind it. Saying so at the start is more useful than discovering it during testing.
The customer owns
- Inventory policy and the assumptions behind it
- Allocation and fulfilment rules
- Replenishment assumptions
- Warehouse operating decisions, slotting and storage constraints
- Carrier decisions and commercial pricing policy
- Item data, units of measure, locations and bins, tracking rules and cut-offs
- Physical stock validation and data cleansing decisions
- UAT, warehouse user participation and cutover decisions
InteliSense may provide
- Qualification and architecture
- Platform recommendation
- Configuration and build
- Migration structure and execution
- Integration design and delivery
- Testing and cutover support
- Risk visibility throughout
Shared
- Scope decisions and first-release content
- Test scenario design and acceptance
- Readiness assessment at each gate
- Hypercare priorities after go-live
Cutover in an operation that keeps shipping
- Count, reconcile and agree opening inventory to a named source position
- Cut-off for open sales orders, purchase orders, transfers and warehouse work
- Locations, bins, tracking and replenishment setup loaded and checked
- Carrier, EDI and ecommerce interfaces switched with a tested rollback position
- Devices, scanners, printers and labels proven at the point of use
- Support cover aligned to shift patterns rather than office hours
Adoption in the warehouse
- Supervisors, receivers, replenishment teams, pickers, packers and dispatch
- Inventory control, buyers and planners, and customer service
- Shift coverage, shared devices, scanners, printers, labels and packing stations
- Exception handling practised before it is needed live
A warehouse process should be familiar before the first live order depends on it.
Explore Change, Adoption & TrainingFoundations
Data, integration, security and licensing decide whether it holds.
These are the areas that quietly determine whether the operating model survives its first busy week.
Data migration
The warehouse cannot trust a new system if opening inventory is not trusted. Opening inventory should reconcile to an agreed source position before the operation relies on it.
- Items, customers, vendors, units of measure and reference data
- Locations, bins, inventory and lot or serial where required
- Open sales orders, open purchasing and transfers
- Reconciliation of opening inventory to an agreed source position
Integration ownership
No integration should be assumed as standard. For each material interface we establish:
- Business purpose and the decision it supports
- Source, destination and authoritative owner of the data
- Data, timing and identity used
- Error behaviour, monitoring and alerting
- Support owner and supplier responsible
- Ecommerce
- EDI
- Carrier
- Specialist WMS
- TMS
- CRM
- PIM
- Automation and equipment
- Finance services
Security and licensing
Warehouse user design, security design and licence design should be considered together, particularly where front-line or shared-device access is involved.
- Office users, warehouse supervisors and front-line warehouse users
- Mobile and scanner users, packing stations and shared-device scenarios
- Integration and service identities with their own lifecycle
- Access to commercial data such as pricing, cost and margin
Already live
Warehouse workarounds are rarely a single fault.
If several of these are true, the issue may extend beyond one configuration fault and deserve broader assessment.
- Stock is not trusted by the operation
- Users bypass ERP to get the job done
- Warehouse processes are too complex to follow
- Picking is inefficient and short picks are rising
- Customisations are unstable
- Integrations fail without anyone noticing quickly
- Planning output is ignored
- Reporting is manual and the support backlog is growing
Support keeps agreed capability operating. Optimise is a separate evidence-led route where worthwhile improvement is identified. Where the relationship itself needs to change, partner transition moves responsibility without replacing the platform.
Leadership view
Different roles need different answers from the same operation.
These are the questions the operation should be able to answer without rebuilding the data first.
- What demand needs protecting?
- What is arriving?
- What inventory is available?
- Where is stock located?
- What warehouse work is waiting?
- Where is backlog growing?
- Which orders are at risk?
- What is ready to dispatch?
- Where are returns increasing?
- How much cash is tied up in inventory?
COO
Orders, backlog, throughput, capacity, inbound, warehouse, dispatch, returns.
Where is the operation losing flow?
CFO
Stock value, open purchase commitments, margin, freight cost, returns, working capital, cash.
How much capital is supporting service and how much is simply waiting?
Warehouse director
Open work, zones, travel, replenishment, backlog, SLA risk, capacity, exceptions.
Where does the warehouse need intervention today?
Commercial director
Customer, channel, product margin, rebate position, returns and cost to serve.
Which revenue is actually profitable once fulfilment cost is included?
Customer service
Order, shipment, delay, return, availability, case, communication.
Can the team answer the customer without asking three operational teams?
Data & AI
Choose the simplest capability that improves the decision.
Foundations first: process, data and ownership. Only then does the choice between insight, automation, optimisation, prediction and AI assistance become meaningful. Not every automation needs AI.
Foundation
Process, data and ownership. Nothing above this layer holds without it.
Insight
Choose this when visibility is the problem and the decision is already understood.
Automation
Choose this when predictable coordination can be removed from people.
Optimisation
Choose this when a better arrangement needs recommending, such as storage or work sequencing.
Prediction
Choose this when earlier warning can genuinely change the decision.
AI assistance
Choose this when summarisation, interpretation or content generation is useful.
Automation candidates worth reviewing
- Purchase approval
- Shipment notification
- Exception alerts
- Task generation
- Customer updates
- Carrier data
- Return workflow
- Reporting preparation
Operational Intelligence
Operational Intelligence demonstrations.
Operational Intelligence may include optimisation, forecasting and risk prediction. These three are current demonstrations rather than deployed products, and we describe them exactly as /predictive-intelligence does.
- Are items stored in the right locations for today's demand?
- Where is workload likely to exceed current capacity?
- Which work is most likely to miss its required service window?
- Where is pick-face pressure building before a shortage occurs?
- Which supplier is drifting on lead time before it affects availability?
Evidence status: Demonstration
Warehouse Slotting Advisor
Optimisation and recommendation
What it sees: Pick history, movement, bin, zone, velocity, co-pick behaviour and current layout.
What it recommends: Ranked re-slotting opportunities across the current layout. It does not forecast future demand.
Decision it supports: Which moves are worth reviewing, and in what order?
Evidence status: Demonstration
Warehouse Labour & Backlog Forecast
Forecasting
What it sees: Open orders, workload, historical throughput, backlog, shift and zone against cut-off.
What it recommends: Where future pressure is likely to build against available capacity.
Decision it supports: Where should operational management focus attention?
Evidence status: Demonstration
Pick Wave SLA Risk Predictor
Risk prediction
What it sees: Wave, progress, time remaining, workload, order characteristics and past performance.
What it recommends: Ranked service risk across current work.
Decision it supports: Where can intervention still change the outcome?
All three are Level 1 Demonstrations built on synthetic data. That means we can show the capability and assess it against your data. It does not mean production deployment or a verified customer outcome, and we will not describe it as one.
Potential use cases, not products
- Inventory exposure
- Replenishment risk
- Supplier delay
- Demand risk
- Return pattern
- Carrier performance
- Capacity pressure
Each would be qualified before anything is promised:
- Which business decision would change
- What baseline exists today
- What data is available and reliable
- Whether the signal is strong enough to act on
- Whether the timing leaves room to intervene
- Whether the action is genuinely available to the operation
- What it would cost to run and maintain
Power BI
See demand, inventory, warehouse and cash in the same decision context.
Reporting should explain the operation rather than reconstruct it. These signals may span several operational systems and data sources.
Typical dashboard themes
- Orders
- Availability
- Inventory
- Inbound
- Backlog
- Picking
- Dispatch
- Returns
- Supplier
- Working capital
KPI categories worth agreeing early
- Service
- Availability
- Inventory turn
- Working capital
- Warehouse productivity
- Order accuracy
- Supplier reliability
- Inbound reliability
- Returns
- Margin
- Cost to serve
- Cash collection
These are categories, not benchmarks. Targets should come from your operation and be measured against your own baseline.
Evidence
Customer experience of working with InteliSense.
Our current published customer videos evidence Dynamics delivery with InteliSense. We will publish Distribution & Logistics-specific customer evidence when it has been verified.
Customer voice
Customer experience of working with InteliSense.
Customer voices
InteliSense customers
Hear our customers talk about InteliSense
We do not infer sector or operating problem from a customer logo. Future distribution evidence will separately verify the customer, the sector, the engagement, the operating problem and the outcome before it appears here.
See all customer storiesHow we work
Understand the operation before configuring the system.
Understand the flow first
Distribution problems are usually flow problems rather than module problems.
Platform fit before configuration
Choose the platform for the operating model, not the warehouse size.
Warehouse design is a business decision
Location model, put-away, replenishment and picking should reflect the demand profile you have now.
Integrate rather than recreate
Do not custom-build an ERP into a specialist WMS if integration is the better architecture.
Validate with representative work
Purchase to receipt, order to dispatch, return to credit and inventory count with real users.
Trusted opening inventory
The warehouse cannot trust a new system if opening inventory is not trusted.
Where to start
Tell us where you are, and we will tell you what the situation supports.
Four questions. The answers are carried into the conversation, so nothing needs repeating. We do not select a platform or promise acceleration from a form.
Indicative signal
Answer the questions and we will show a likely starting point. This is orientation rather than a recommendation, and we do not decide platform fit or acceleration from a form.
Your answers are carried through, so you will not be asked to repeat them. Final qualification is always a conversation.
Common questions
Questions distributors ask us.
Start with the operation
Understand the flow before configuring it.
If availability, inventory, warehouse execution, fulfilment, returns, margin or working capital are harder to control than they should be, we can help you understand where the constraint actually sits and which platform and delivery route your situation genuinely supports.