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DECISIO Global — Decision Clarity Under Operational Pressure
PLANT D001  ·  PLAN ISSUED MON 06:00  ·  ALL CONDITIONS VALID AT T=0 ··· ORDER 1000051  ·  CAPACITY ASSUMPTION EXPIRED THU 11:23  ·  DECISION VALIDITY: AT RISK ··· ORDER 1000063  ·  SUPPLIER LEAD TIME EXTENDED  ·  MATERIAL BUFFER CONSUMED  ·  DECISION VALIDITY: BROKEN ··· ORDER 1000047  ·  ALL CONDITIONS INTACT  ·  DECISION VALIDITY: HOLDING ··· ORDER 1000082  ·  PRIORITY ORDER CONSUMED BUFFER FRI 14:37  ·  DECISION VALIDITY: BROKEN ··· PLANT D001  ·  DECISION SURVIVAL RATE: 47%  ·  WORLD-CLASS THRESHOLD: 85% ········· PLANT D001  ·  PLAN ISSUED MON 06:00  ·  ALL CONDITIONS VALID AT T=0 ··· ORDER 1000051  ·  CAPACITY ASSUMPTION EXPIRED THU 11:23  ·  DECISION VALIDITY: AT RISK ··· ORDER 1000063  ·  SUPPLIER LEAD TIME EXTENDED  ·  MATERIAL BUFFER CONSUMED  ·  DECISION VALIDITY: BROKEN ··· ORDER 1000047  ·  ALL CONDITIONS INTACT  ·  DECISION VALIDITY: HOLDING ··· ORDER 1000082  ·  PRIORITY ORDER CONSUMED BUFFER FRI 14:37  ·  DECISION VALIDITY: BROKEN ··· PLANT D001  ·  DECISION SURVIVAL RATE: 47%  ·  WORLD-CLASS THRESHOLD: 85% ·········
SAP PP/DS Orchestration Accelerator  ·  Manufacturing Planning Intelligence
Most manufacturing operations deliver results.
Most manufacturing operations also depend on a level
of human intervention that never appears in any KPI.

Your planners spent a significant portion of this week rescuing a plan that looked acceptable on Monday morning. Schedules were adjusted. Priorities were resequenced. Suppliers were expedited. Capacity was reallocated. The factory delivered. The original plan did not survive.

What your dashboards do not show
  • How many planning decisions made this week were still intact by Friday
  • How much planner time was consumed compensating for schedule drift rather than optimising
  • Which work centres are silently overloaded while utilisation reports look normal
  • Where material availability has shifted below the assumption the plan was built on
  • The coordination debt accumulating each time an expedite replaces a planned sequence
  • Whether the operational stability your team delivers is sustainable — or heroic

These are not new problems. They are the oldest problems in manufacturing operations. What is new is that none of them have a number. Without a number, they cannot be managed. Without being managed, they accumulate invisibly — until the consequence arrives as a missed commitment, an escalation, or a question from a board that nobody wanted to answer.

This page was written for you specifically —
CEO CFO COO Plant Head Supply Chain Director Planner
The Question Nobody Asks
The measure that is missing from every manufacturing KPI dashboard
Was the plan optimized?
Or did the plan survive execution?

These are not the same question. Most operations have invested heavily in answering the first. Almost none have built the instrument to answer the second.

What manufacturing organizations measure — and what they don't.

What gets measured
What doesn't
Schedule adherence
Planner intervention load
Inventory turns
Coordination debt
OEE
Decision continuity
Service level
Planning survivability
Cost per unit
Execution stability
On-time delivery
The human effort behind it

The right column determines whether the left column is sustainable. It is never in the board pack.

The Instrument

The Decision Survival Rate.

A single number: the percentage of planning decisions made this week that reached the shop floor intact — without planner intervention, without expedite, without resequencing.

World-class manufacturing operations sustain a Decision Survival Rate above 85%. Most plants see their number for the first time and are surprised by how far below that threshold they operate.

The gap is not a planning failure. It is an invisible operational cost — carried every week by the people in your plant who are too busy compensating to calculate it.

Plant D001 · Decision Status Monitoring
1000047 · Cable Assy Type A
WC-ASSM-01
STABLE
94
1000051 · PCB Control Unit
WC-SMT-01
AT RISK
71
1000063 · Relay Module SIL2
WC-ASSM-02
BROKEN
32
1000071 · Wire Harness Main
WC-WIRE-01
STABLE
88
1000082 · Sensor Assy PT100
WC-ELEC-01
BROKEN
41
47%Survival Rate
3Decisions Lost
2World-Class
What DECISIO Measures

Four dimensions. The full surface area of how
a planning decision loses its validity
under execution pressure.

Every production order scored continuously across these four dimensions. The output is explainable — not a black box, not an AI recommendation. A scored, auditable signal that a planner can act on and a plant manager can trust.

The scoring methodology is grounded in Oliver Wight Class A manufacturing standards and APICS body of knowledge — frameworks that have defined world-class manufacturing operations for over four decades. The thresholds are not arbitrary. The 85% world-class benchmark is the standard the most disciplined manufacturing operations in the world are measured against.

Schedule Drift
The deviation between when the order was planned to run and when it is actually running.
A plan made on Monday assumes a specific sequence and timing. By Thursday, that sequence has shifted. The drift is not always visible in schedule adherence — because adherence measures completion, not integrity. DECISIO measures the drift as it accumulates, before the completion date has been missed.
Capacity Pressure
The load on the work centre the plan assumed was available.
Capacity overload is the most common silent killer of planning intent. The work centre appears available in the system. The actual load — accumulated across all open orders competing for the same resource — tells a different story. DECISIO surfaces this before the bottleneck becomes a crisis.
Material Risk
Whether the material the plan depended on is still where the system thinks it is.
Unrestricted stock minus safety stock minus open requirements. The ATP position at the moment the planning decision was made is rarely the ATP position at execution. DECISIO measures the gap — and flags when the assumption has expired before the shortage becomes a stoppage.
Quantity Deviation
The gap between what was committed and what has been confirmed.
Quantity deviation is where execution diverges most visibly from planning intent — and most silently from the customer commitment built on top of it. DECISIO measures the confirmation gap against the planned quantity before the downstream impact compounds.
Who Carries This Problem

Six roles. One problem.
Each carrying a different part of it.

The planning-to-execution gap does not belong to one function. It is distributed across the organisation — felt differently by each role, invisible to all of them simultaneously. DECISIO surfaces it for each of them in the language they use to describe their own problem.

CEO
Your operation delivers. You suspect it costs more than it should to deliver.
The results are acceptable. The board is not asking questions. But somewhere in the operation, a significant portion of the week is spent compensating for a plan that has quietly stopped being honoured. That compensation has a cost — in overtime, expedite spend, customer penalties, and planner exhaustion — that never appears in any report you receive. The Decision Survival Rate is the number that makes the hidden cost visible. It does not tell you what to decide. It tells you what your decisions are actually costing. The methodology is grounded in Oliver Wight Class A and APICS standards — the frameworks the world's most disciplined manufacturers have used for four decades to define what good looks like.
External validationDov Shenkman, former VP Global Supply Chain at Medtronic and advisor to Bain & Company, has described DECISIO as the operational layer that determines whether value-centric decisions continue to guide behaviour when execution pressure arrives — the instrument IBP frameworks assume exists but rarely does.
What you getA plant-level Decision Survival Rate — the financial leading indicator that connects planning integrity to operational cost.
CFO
You see the expedite costs. You have never seen what caused them.
Emergency freight, OTIF penalties, overtime authorisations, supplier premium charges — these appear in your P&L every quarter. They are treated as operational variances. They are never traced back to their origin: a planning decision that broke silently before execution, with no flag raised and no recovery triggered in time. Every BROKEN order in DECISIO has a financial consequence. The Decision Survival Rate is the leading indicator that explains the variances you are already seeing — before they become the quarter's conversation. For every 10 percentage points your plant operates below the 85% world-class threshold, the gap represents a measurable quantum of expedite spend, coordination overhead, and customer penalty that is currently untracked and unmanaged.
What you getThe causal link between planning instability and financial variance — expressed as a scored, auditable number. As a working signal for the CFO: each 10 percentage points below the 85% world-class threshold typically represents 3–5% of direct operational cost absorbed invisibly as expedite, premium freight, and OTIF exposure — untracked, unmanaged, and recurring each quarter.
COO / VP Operations
Your KPIs are acceptable. Your operational cost is not.
The board sees on-time delivery and inventory turns. It does not see the coordination effort required to produce those numbers — the replanning, the expedites, the planner hours spent on recovery rather than optimisation. The Decision Survival Rate makes that invisible cost visible. For the first time, you can show the gap between planning quality and execution stability — and build a precise, scored case for closing it.
What you getA plant-level Decision Survival Rate — the number that has been missing from your operational reporting.
Plant Head / Operations Director
You know the plan broke. You cannot always show where, or when, or why.
DECISIO gives you the order-level evidence behind what you already know. Every BROKEN order shows the dimension that drove the failure — capacity, material, schedule, or quantity — and the point at which the decision stopped being valid. You can now walk into any review with a precise, scored, auditable account of where execution diverged from plan — and a proposed recovery action for each order that has not yet been resolved.
What you getDimension-level breakdown per order, with proposed recovery actions in SAP transaction language.
Supply Chain Director
Your planners are competent. The system does not surface the signals they need in time.
The problem is not planner quality. The problem is signal latency. By the time the plan failure is visible in current reporting — missed confirmation, late delivery, capacity exception — the window for low-cost recovery has closed. DECISIO moves the signal earlier. AT RISK orders are flagged before they become BROKEN. The planner's week shifts from firefighting toward directed intervention.
What you getAn early warning layer that surfaces plan failures before the confirmation date — with directed recovery actions per order.
Production Planner
You already know which orders are in trouble. Now you can prove it — and direct the response.
DECISIO converts planner intuition into a scored, explainable signal that can be escalated without interpretation. Every BROKEN order comes with a proposed SAP transaction and a specific action. The signal earns credibility because it is explainable — not a black box, not an AI recommendation. You are no longer asking for action based on your judgment. You are presenting evidence.
What you getA scored order list with proposed recovery actions — escalatable evidence, not planner opinion.
Sample Assessment Output  ·  Illustrative · Auto Components Plant · SAP ECC EHP8 What the output looks like

A mid-size auto components manufacturer running SAP ECC EHP8 across 3 plants. Weekly production planning cycle. S&OP completed Friday. By the following Thursday, this is what the Decision Survival Rate assessment showed for Plant 1001.

The planner team described the week as "normal." The data told a different story.

43%Decision Survival Rate
24Orders AT RISK
14Orders BROKEN
18Orders STABLE

Leading failure dimension: Capacity Pressure (WC-STAMP-02, WC-WELD-01). 11 of 14 BROKEN orders traced to two overloaded work centres that appeared available in the planning system.

Order-level decision status — Plant 1001
2001147 · Bracket Assy LH
WC-STAMP-02 · 8 days drift
BROKEN
22
2001163 · Door Panel Inner
WC-WELD-01 · 6 days drift
BROKEN
31
2001182 · Seat Frame Sub-Assy
WC-ASSM-03 · 3 days drift
AT RISK
64
2001194 · Exhaust Bracket
WC-STAMP-02 · 9 days drift
BROKEN
18
2001201 · Roof Rail RH
WC-ROLL-01 · 1 day drift
STABLE
91
2001215 · Engine Mount Bracket
WC-WELD-01 · 7 days drift
BROKEN
26
2001228 · Floor Pan Reinf.
WC-STAMP-02 · 4 days drift
AT RISK
58

Proposed recovery: CO01 resequence WC-STAMP-02 · CM01 capacity levelling · MD04 material review for orders 2001182, 2001228

The 30-Day Assessment

Put a number on something that
currently has no number.

Thirty days of production order data from your plant, scored across four dimensions. The output is a Decision Survival Rate benchmark and a breakdown of which dimension is causing the most survivability loss in your environment. Assessment is structured as a fixed-scope engagement. Plant-level accelerator licensing discussed on completion.

—
No implementation project. No SAP customisation beyond the accelerator. No commitment beyond the 30-day assessment itself. If the Decision Survival Rate number surprises you, we discuss what it means. If it does not, you have confirmation that your planning integrity is where you believe it is.
SAP ECC EHP8 · S/4HANA · Mid-size manufacturing · $500M – $5B revenue
✦
Assessment Request Received.

Thank you. We will review your submission and reach out within 2 business days to discuss the 30-day assessment for your plant. The conversation will begin with your environment — not a product demonstration.

Decision Clarity — Not Decision Making Authority.

DECISIO does not make decisions. It measures whether the decisions your operation has already made are still valid under current execution conditions. The recovery actions are proposed. The authority to act remains with the planner and the plant manager. That distinction is not a legal disclaimer. It is the design principle.

DECISIO.GLOBAL
Decision Clarity — Not Decision Making Authority
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