Rush order assessment

The scenario and numbers in this demonstration project are simulated data.

Industry: Traditional manufacturing (metal fasteners)
What was built: Agents, skills, semantic models and write tools, built on demonstration data
Where the knowledge came from: The customer's rush order email and drawing specification, plus demonstration data from the ERP, MES, outsourcing, inspection and supplier systems

Replies across departments

A long-standing European customer adds a rush order with a short delivery date.
At plants like this, sales, production planning, purchasing and outsourcing used to check the systems one after another, and the customer heard yes or no two or three days later.

The agents read the customer's email and drawing specification, and pick out quantity, delivery date, split shipment terms and strength grade.
The agents use semantic models to check wire stock in the ERP, work orders and capacity in the MES, and the outsourcing vendors' schedules.

The agents make their judgements with these skills: wire spec matching, shortage calculation, rush order simulation, heat treatment scheduling, delivery promise and inspection requirements.
The agents work out the wire specification and quantity from the part number and strength grade. They then check stock and calculate the shortage.
When the normal wire lead time is too long, the agents look up suppliers' expedited offers.
The agents simulate the rush order in the MES and find existing work orders with enough slack to move back.
When the standard heat treatment schedule would miss the date, the agents look up the outsourcing vendor's expedited slots.
The agents check the inspections the strength grade requires, and confirm they fit before the delivery date.
The agents chain material arrival, forming, heat treatment, plating and inspection, and work out a shipping date they can promise. Sindri gathers the order terms, cost impact and risks into one decision pack.
Before the wire purchase order, the work order release and moves, the expedited outsourcing slot and the reply to sales are written back, the agents stop.
Moving existing work orders affects other customers, so the plant manager makes that call. Only after the plant manager and the sales manager approve everything together the next morning do the agents write to the supplier, MES, outsourcing and ERP systems.

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