For the CFO
Working capital parked in buffer inventory. Cash conversion stretched by conservative ordering. Margin lost to expedited freight and customer penalties. Most of that cost is not a systems problem. It is the price of decisions made under time pressure, on stale data, with the real alternatives never priced.
What changes financially
The A2go Decision Intelligence Platform (ADIP) works on the decisions that sit between your systems: whether to expedite or short-ship, which orders are clear to build, how to reallocate supply when a line goes down. Three things change on the finance side.
Alternatives arrive priced
Every recommendation carries its alternatives with costs attached: the expedite premium, the penalty exposure, the margin given up by substituting or short-shipping. The trade-off is visible before anyone commits, not reconstructed at month-end. See how this works for a single decision in the ATP short-ship walkthrough.
Approvals leave an audit trail
Each decision records who approved it, on what data, and against which priced alternatives. When you ask why freight ran over last quarter, there is a decision record to read, not a hallway reconstruction. How approvals and agent actions are controlled is covered in the trust and governance overview.
Value attributes per decision
Because alternatives are priced and outcomes are recorded, savings attach to specific decisions. You are not asked to take a platform-level ROI on faith at renewal. You can total what individual decisions returned and see where the value actually came from.
In practice
Analysts pulling data into Excel and circulating static recommendations that are stale by the time they land. In the published Databricks customer story about A2go, a customer operating 65 production facilities and 17 sales channels, serving more than 150,000 customers, cut forecast cycles from 28 hours to under 1 hour and simulated pricing across 60,000+ SKUs in minutes rather than days, with 25+ market-intelligence users running scenarios daily without data-engineering support. Separately, a roughly $500M industrial manufacturer took master scheduling from 18 hours to 15 minutes. More outcomes, with context, are collected on the results page.
What it costs to try
No migration
ADIP reads from the systems you already run. Your ERP stays the system of record. Nothing is re-platformed, and no data-warehouse project stands between signature and first value.
No multi-year underwrite
The first engagement is scoped to a single decision domain, such as clear-to-build. There is no integration roadmap to fund before you find out whether it works on your decisions.
First domain live in weeks
One decision domain goes live in weeks, producing priced, auditable decision records from the start. You evaluate on decisions actually made in your operation, not on a business case built from assumptions.
The starting engagement is deliberately sized to sit within a normal operating-expense approval: the kind of line a functional leader can sign, rather than a board paper. If it earns expansion, it earns it decision by decision, on the record.
After year one
Every decision your team approves, adjusts, or overrides teaches the platform how your company actually weighs cost against service. That accumulates into a judgment layer: the institutional knowledge that today walks out the door with a retiring planner, held instead as an asset of the company. It compounds with use, and it does not resign. How that layer is built and why it stays yours is explained on the judgment layer page.
If the operating case matters more to you than the financial one, the same argument is made in operations language on the COO and supply-chain leader page.
Map the decision where your company loses the most to expedites, penalties, or parked inventory. It is the same starting point we use in a first working session, and it costs you a few minutes, not a project.
Map your highest-pain decision