From the final forecast to a plan you can act on.
Pinto turns demand into purchase orders, transfers and allocations, within your service targets, budget and supplier realities, and explains every trade-off it makes.
Why supply plans are hard
The rules live in people’s heads
Service targets by class, season cut-offs and which customers come first are applied from memory, differently each cycle.
Lead times aren’t one number
Factory time, transit time and a two-week factory holiday all change when stock actually arrives.
Omnichannel multiplies the work
One pool of stock serves retail accounts, DTC and marketplaces from several warehouses.
What Pinto does in every plan
Builds the final demand
Reconciles the forecast with orders and commitments already promised to customers.
Applies your rules
Service targets by product class, lean inventory and expiry rules, and season start and end dates with carry-over.
Works to real lead times
Manufacturing and transit time by factory and lane, including holidays such as Chinese New Year.
Sizes safety stock
Based on how variable demand and lead times are for each product, instead of a flat rule.
Respects supplier minimums
Orders at the minimum order quantity, and skips small demand that would force an excess buy.
Plans the whole network
Splits current and future stock across channels and warehouses, and moves excess to a common pool.
See how Pinto reasons.
Every recommendation comes with the facts behind it and a clear question for you.
- Demand
- Wholesale key account 6,000 · DTC 3,800 · Marketplace 2,400
- Available by then
- 8,000 units
- Pinto’s plan
- Fill the key account in full, give DTC the rest by margin, and hold the marketplace until the next shipment lands on Dec 4
- Also proposed
- Pull 1,500 units forward from the December PO, so they ship before the factory holiday
What Pinto always brings to you.
Pinto asks before it acts on
- Orders above your budget or cash limits
- Shortages that force a choice between channels
- Pull-forwards and expedites
- Buying beyond a season or near a discontinue date
Bring a real planning problem and we’ll walk through how Pinto would handle it.
See Pinto in action →Related expertise.
Bring us a real inventory problem.
A forecast nobody trusts. A buy plan that takes a week. Stockouts you only find after the fact. Tell us what’s slowing your team down, and we’ll show you how Pinto would handle it.