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OPCYCLE · THE ERP FOR CONSUMER BRANDS

The ERP that
runs itself.

It builds the sales forecast in dollars and in units, turns it into a demand plan, production runs, and purchase orders, takes in every order from every channel, and closes the books on what each run really cost. A team of agents does the work and brings you every decision with the math attached. Approve is what makes it happen.

No consultants, no migration project. Nothing is billed until day 31.

SUNDAY, 11:48 PM

forecast_v7_FINAL(2).xlsx inventory_AUG_realFINAL.xlsx copacker_schedule(3).xlsx orders_master_NEW.xlsx

MONDAY, 6:02 AM

VP of Operations · Monday, Aug 10, 6:02 am

Morning. July closed 4% ahead of plan, fill rate held at 98% last week, and one call on Ginger Peach is worth making this week.

Illustrative example

THE TEAM

A full ops team, not another tab.

Every part of the operation has its own specialist agent that does that job's thinking, and a coordinating VP of Operations brings their work to you as one briefing.

Sales Forecast

July closed 4% ahead of plan, and the miss was really one flavor.

Demand Plan

Ginger Peach breaks its floor in week 39 (week of Sep 21). I'd add 3,000 cases to the week 36 run.

Production Plan

The larger slot is confirmed with the co-packer. The run ends Sep 2.

Purchasing

36,000 cans land Aug 26, five days ahead of the run, confirmed in writing.

Orders

The distributor's 1,800 cases ship complete on Sep 3, in full and on time.

Finance

The July run reconciled at $6.42 a case, two cents under standard.

Illustrative examples

One week, run.

Illustrative example

MONDAY · AUG 10 · SALES FORECAST

The forecast grades itself.

July, scored

July closed overnight. We forecast $410K and sold $426K, so we ran 4% ahead, and the miss is really one flavor: Ginger Peach came in 900 cases over plan while Yuzu Lime ran 200 under and Blood Orange 100 over.

PlanActual
Ginger Peach 12-pack8,2009,100+11%
Yuzu Lime 12-pack6,4006,200−3%
Blood Orange 12-pack4,9005,000+2%
July19,500 cases · $410K20,300 cases · $426K+4%
May 2% ahead June 9% under July 4% ahead

June's miss was one assumption: the Blood Orange promo lift we planned didn't land, so the July plan dropped it.

I'd carry the new Ginger Peach pace forward, and I've written the proposal up with what it moves and what it costs.

Show the work

Illustrative example

The score posts every month against what actually sold, good or bad, and the plan is never quietly rewritten to hide a miss.

TUESDAY · AUG 11 · DEMAND PLAN

A proposal arrives carrying its math.

Ginger Peach, raised

At July's pace, about 2,050 cases a week, we sell through 16,400 cases of Ginger Peach by week 40 (week of Sep 28), and holding our 1,500-case floor makes it 17,900 to cover. We're holding 10,100 with 4,800 more in the week 36 run (week of Aug 31), which covers 14,900, so we come up 3,000 short and break the floor in week 39 (week of Sep 21), right as fall resets land.

I'd add 3,000 cases to the week 36 run. That holds the floor through September and it costs $19,000, broken out below.

36,000 cans (3,000 cases × 12)$4,700
Ginger and peach concentrate$6,100
Paperboard trays$1,300
Co-packer time$6,900
Committed on approval$19,000

Illustrative example

Every recommendation arrives like this: the gap, the fix, the cost, and the math under every line.

WEDNESDAY · AUG 12 · PRODUCTION · PURCHASING

One approval moves the plan, the run, the materials, and the money.

Approved, 9:04 am. Here's everything it moved.

  • Demand plan: September Ginger Peach raised to the July pace (from July actuals, closed Aug 10).
  • Production plan: Ginger Peach in the week 36 run (week of Aug 31) moved from 4,800 to 7,800 cases, and the larger slot was confirmed with the co-packer by mid-morning.
  • Purchasing: a purchase order drafted for 36,000 cans, landing Aug 26, five days ahead of the run, with concentrate and trays sized to match.
  • Money: $19,000 committed, on the books with its due dates.

Nothing else moved, and every line above opens into its inputs and its formula.

Illustrative example

THURSDAY · AUG 13 · ORDER MANAGEMENT

Every order, however it arrives, lands in the same book.

New order, read from email

Our Midwest distributor sent an 1,800-case order this morning, $37,800, due the week of Sep 7. Ginger Peach and Blood Orange are covered today, but Yuzu Lime is 240 cases short at the warehouse. The week 36 run (week of Aug 31) includes 3,600 Yuzu Lime and finishes Sep 2, so shipping the full order Sep 3 delivers it Sep 8, in full and on time, without splitting the freight.

I'd hold the order to the run.

Illustrative example

FRIDAY · AUG 14 · FINANCE

The week closes on real numbers.

Week 33 (week of Aug 10), on the books

The distributor's $37,800 is on the book, the $19,000 we committed to the larger run carries its due dates, and when the run finishes in September its batch reconciles to the true cost per case.

Priced, posted, and current, straight from the books.

Illustrative example

That was the week, and nobody opened a spreadsheet.

THE SYSTEM

Plan it. Run it. Prove it.

Four planning layers feed each other in strict order: sales forecast, demand plan, production plan, material resource plan. Three execution layers carry the plan into the world: purchasing sends the orders and chases written confirmations, order management takes every order in and gets it out the door, and reconciliation turns every finished run into true cost. Actuals flow back to grade the plan, never to quietly rewrite it.

You keep the judgment. We take the job.

The system proposes continuously, and you commit deliberately: approve the forecast, lock the run, release the buy, accept the supplier's confirmation. Approve executes the change across every module it touches, and every change is undoable. As the track record earns it, approvals step back one at a time, until the operation runs on its own and every call is still yours to take back.

ONE NUMBER, TWO LENSES

$426,000 is 20,300 cases

Finance thinks in dollars and the co-packer thinks in cases, so every number carries both, and the forecast the books read is the same one the production run receives.

Illustrative example

Starting is a conversation, not a migration.

1. Connect.

The store, the warehouse, and the books.

2. Talk.

A short interview about how the business actually runs.

3. Read.

Your first briefing: the whole business, read by your new team.

No consultants, no rekeying the catalog, no migration project.

Also on the record: the sales scoreboard · the price list · inventory across every warehouse · board packs assembled from closed months.

OpCycle runs a real consumer brand's weekly planning today.

See your week run.

Nothing is billed until day 31, and canceling in the 30 days means no invoice at all.

Rather talk it through first? Request a demo and we'll walk your week.