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OPERATIONS / WAREHOUSES / PRODUCTION / COO

ERP shows data. It doesn't show what will happen tomorrow on the production floor and in the warehouse.

We organize operations, warehouses, and production by connecting inventory, BOM, production plans, and actual consumption into one system that shows where you’ll run out of materials, where you’re freezing cash, and where you’re losing time.
Schedule a 30-minute operational process assessment

No sales pitch. After the call, you'll know where operations are losing money and where Excel is running your company.

DOES THIS SOUND FAMILIAR?

If this sounds familiar —
see how we can help

Most companies today have:

  • Warehouse "supposedly full," yet production still stops
  • BOM exists but isn't linked to the plan
  • Purchasing reacts instead of planning
  • Slow-moving inventory sits for months while critical components are missing
  • Expiration dates slip by (no FEFO)
  • WIP is a black box for controlling
  • Transfers between warehouses are done "by eye"
  • Excel drives production faster than the system

This isn’t a problem with people on the production floor.
It’s a problem of lacking a coherent view of operations.

WHY OPERATIONS SO OFTEN FALL APART

Why do operations in large companies work reactively rather than proactively?

Most companies today have:

Because data:

  • on inventory is in one place,
  • on production in another,
  • on BOM in a third,
  • on WIP nowhere or “by gut feel.”

Systems exist, but they don’t communicate with each other in real time.

The result is always the same:

purchasing

orders too much or too late

warehouse

freezes capital

production

fights fires

management

learns about losses after the fact

We don’t add another report.
We integrate operations into one live decision-making system.

WHAT EXACTLY WE ORGANIZE IN OPERATIONS

We connect warehouse, production, and planning into one operational logic

Inventory and Warehouses

  • consolidation of stock levels from multiple locations
  • full SKU visibility
  • identification of slow-moving inventory
  • actual stock vs. demand
  • preparation for FEFO and relocations

Result:
you know what you have and what you actually need.

BOM and Production Plan

  • breaking down production plan by BOM
  • material demand simulation
  • detecting shortages in advance
  • linking plan with warehouse and purchasing

Result:
production stops being caught off guard.

FEFO, Relocations, and Deadlines

  • monitoring expiration dates
  • relocation recommendations between warehouses
  • utilizing existing stock instead of new purchases
  • elimination of expirations

Result:
capital stops being wasted on shelves.

WIP and Work in Progress

  • actual value of work in progress
  • flow between work centers
  • WIP impact on cash flow
  • data for controlling and COO

Result:
WIP stops being an unknown.

Stock Runway and Purchasing Decisions

  • how many days of stock remain under the current plan
  • which SKUs are critical
  • which orders can be postponed
  • when and what to actually order

Result:
purchasing starts operating proactively, not reactively.

HOW IT WORKS IN PRACTICE

Real operational projects

Inventory, BOM, and Production Integrated into One System

Situation:
Dispersed warehouses, frequent downtime, frozen capital in slow-moving inventory.

Transformation:
Integration of inventory + BOM + production plan + WIP + FEFO.

Result:
  • Production no longer stops despite a "full" warehouse
  • BOM linked to the plan
  • Purchasing operates proactively

Relocations Instead of Purchases

Situation:
The company was ordering new components even though other warehouses had excess.

Transformation:
Automatic relocation recommendations between locations.

Result:
  • Fewer purchases.
  • Better utilization of what's already in the company.

WIP as a Real Number, Not an Estimate

Situation:
Controlling couldn’t determine the value of work in progress.

Transformation:
Collecting operational data + WIP model.

Result:
  • Management sees the impact of production on results and cash flow.
View full case studies

WHY RESIVO

Why COOs Choose Resivo

  • We understand operational processes, not just data
  • We work with real data from production floors and warehouses
  • We connect ERP with the reality of production
  • We step in where standard reports fall short
  • We design systems that are used, not just "pretty"

HOW WE START

No risk and no system revolution

01

30-min operational process assessment

02

Identification of biggest losses (time, capital, downtime)

03

Proposed solution architecture

04

Decision:
implement / don't implement

No ERP replacement

No organizational paralysis

No vendor lock-in

READY FOR SPECIFICS?

Want to know where operations
in your company are losing money?

Schedule a 30-minute operational process assessment

No sales pitch

analysis: warehouses, inventory, BOM, production, WIP, planning

specific recommendations during the meeting