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For corrugated box plants, sheet feeders and sheet plants

Run every plant.
Optimize the whole network.

An operating platform for every plant you run, being built from quote to cash and open to your IT team. Live in the demo today: a network balancer that shows what each move does to due dates and estimated contribution before anyone commits.

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Network cockpit: 12 proposed moves out of Atlanta, an estimated contribution change of minus $9,605.79 (variable cost, not EBITDA), late orders down from 53 to 9 while at risk rises from 46 to 60 (14 orders no longer late have a step on a machine shown down, 11 of them put there by the re-sequenced floor), so late or at risk falls from 99 to 69, late order-days down from 78 to 11, 2 moved orders tight and 5 held for the delivery window, no machine group left over the 95% ceiling, with a note that this check counts the 2 machines shown down as running and the worst case if they stay down (Atlanta fold-glue about 186.8% of the machines still running), and a link to the exceptions inbox.
The network cockpit in the hosted demo. Fictitious six-plant network; every figure is synthetic.

For IT leaders

Control of your platform, at your pace, at a cost you can see.

IT teams at corrugated producers know the pattern: slow releases, rising bills, and every change waiting in a vendor queue. We are building the alternative, and we label how far along each part is.

Your pace

Replace your current ERP and MES in one move, or phase it in module by module. Today, a simulated import from legacy exports reconciles to the cent.

A cost you can see

The platform runs on serverless AWS services whose cost scales with use. A five-year TCO calculator compares it with what you spend today, using only figures you enter.

Open and agent-ready

Your own AI agents will use the platform through scoped tools, with every action logged and consequential ones waiting for a person to approve.

Network balancer

Relieve an overloaded plant without making an on-time order late.

The balancer looks at every machine group in every plant, finds the overload, and proposes order moves that relieve it and recover late orders. Each move is checked for machine capability and the customer’s approved plants, then replayed through the receiving plant’s run sequence, day by day on a shared plant calendar, so it still arrives by its due day without making another order late. Every move is priced for freight, variable conversion and moving its die and plates (draft). The engine only proposes; a planner approves or rejects every move.

Relief has a price, and the cockpit shows it before anyone commits. In the demo, relieving Atlanta costs an estimated $9,605.79 of contribution, mostly extra freight, partly offset by lower conversion cost, explained move by move, and cuts late orders across the network from 53 to 9. At-risk orders rise from 46 to 60: some orders no longer late have a step on a machine shown down, most of them put there when Atlanta’s work was re-sequenced, and late outranks at risk, so late or at risk falls from 99 to 69. It does not clear lateness already on the books: 9 Atlanta orders are still late. The balancer moves orders first to bring load under the ceiling, then to recover lateness where a draft value of a late order-day outweighs the contribution a move costs, and the cockpit gives the reason each late order stays late, including when another plant could take it on time.

Load by plant and operation: Atlanta's corrugator, die cut and fold-glue drop from 98.4%, 99.2% and 102.4% to 88.9%, 86.9% and 93.4%, while Charlotte and Nashville take on the work below the 95% ceiling line and the other plants are unchanged. Atlanta and Nashville are badged “Ceiling check counts 1 down machine as running”: a folder-gluer is down at Atlanta, where fold-glue would be about 186.8% of the machines still running if it stays down all horizon, and a die cutter is down at Nashville, which has no other die cutter running and gets no die-cut work from the moves. Atlanta's card also says 53 of its 140 open orders are late because, day by day, work falls due faster than the machines run it: die cut up to 38.1 hours behind, fold-glue up to 37.5 and corrugator up to 0.9, with a link to its load by day.
Before (orange) and after (blue) load for each plant and operation, against the 95% ceiling. “Approved only” is the load if just the approved moves are applied.
Atlanta fold-glue
102.4% → 93.4%corrugator 98.4% → 88.9%; no machine group left over 95%, counting a machine shown down as running
Moves proposed
12to Charlotte and Nashville; none late, 2 arrive on their due day with no slack, 5 held at the plant for the delivery window
Late open orders
53 → 9after every proposed move; Atlanta 53 → 9; at risk 46 → 60, so late or at risk 99 → 69
Estimated contribution change
−$9,605.79freight −$9,711.63, variable conversion +$1,175.84, die and plate transfer −$1,070.00 (draft); estimated contribution (variable cost), not EBITDA

Demo data: fictitious 6-plant network, 461 open orders, 10-day horizon, 95% load ceiling.

Live in demo

Explainable by default

Numbers that show their working.

Open a figure in the cockpit to see how it was calculated. Each proposed move shows its checks, its cost deltas, the engine and rule version, and a check that the parts add up. Recommendations expose their assumptions and trade-offs; they never chase utilization or volume on their own.

  • Capability, due-date, freight, conversion and tooling checks on every move
  • The same inputs always give the same plan
  • Draft rules are marked as drafts until a plant expert validates them

Live in demo

How calculated panel for one move, so-000024 from Atlanta to Charlotte, arriving on time a day before its due date: moved to recover lateness, it puts another order, so-000065, back on time and takes 4 late order-days off (counted at a draft value), then machine capability, the customer's approved plants and the due-date check, a freight increase of $540.87, a variable conversion saving of $113.98 and $190.00 to ship the die and plates (draft), giving the move's contribution change of minus $616.89; then a late-orders note and the decisions bar to approve all 12 pending moves.
One move, opened: each check and cost delta, and the sum that matches the move’s contribution change.

EBITDA and on-time-in-full

Three profit numbers, never blended.

The decisions that move EBITDA and on-time-in-full delivery are made with estimates. We keep the estimate, the realized result and the reported figure apart, so nobody mistakes one for another.

  • Estimated contribution

    What a quote or a plan change should earn, before you commit to it.

    Used by planning, estimating and sales

  • Realized order margin

    What each order actually earned, once it was made and shipped. Today: realized contribution against the estimate.

    Used by sales, plants and finance

  • Reported EBITDA

    The financial result your finance team reports, from the ledger.

    Owned by finance

Who it’s for

Designed around the people who run the plants.

Estimators, sales, planners, operators, inventory, shipping, quality, finance, leadership and IT: each role is getting screens designed for its work, on a desk, a phone or a plant-floor tablet. See what is live for each.

The network cockpit on a phone: 53 late orders now, a link to the exceptions inbox, the load ceiling slider, 12 moves proposed from one plant as stacked cards, then the sticky decisions bar with Approve all 12 pending above the bottom navigation.
The same cockpit on a phone. Synthetic demo figures.

No surprises in the demo

If it isn’t built yet, we say so.

Every capability on this site carries its status, and the demo app shows its version, deploy time and known limitations on every screen.

See it on a network like yours.

We rebalance the overloaded plant in the six-plant demo network live, open the working behind each move, and take your IT team’s questions on architecture, security and migration.

Request a demoSee what’s live today