One plan your whole team can execute.
Merchandising, planning, finance and supply chain, working off the same reconciled numbers. Cash out of inventory without stockouts, and a plan that moves when demand does.
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How much cash is trapped in your inventory?
Two numbers you already know. The estimate defaults to a conservative band, so most Tightly customers free more than this.
Estimated at 15% of revenue for other consumer brand — type your real figure to override.
Frees 10% of your inventory — a deliberately cautious floor.
Estimate only, for illustration. The one-time figure frees a conservative share of your inventory value; the annual figure is the all-in cost of holding that stock (we assume 22%/yr, covering cost of capital, storage, insurance and shrink) that you stop paying. The conservative band sits below the Tightly platform average — we’ll model the real numbers on your own categories.
From the operators at
working capital reduction, on average
in-stock service level, sustained
would recommend Tightly to a peer
The operating problem, before and after.
- 01ThenFour teams, four plans, four numbers that never quite agree.One reconciled plan every team executes from.
- 02ThenCash and service traded off in a monthly meeting, on stale data.Cash and service level balanced on live numbers, continuously.
- 03ThenIn-season shifts become a war-room, not a workflow.Drift caught and re-planned in hours, before the next buy locks.
- 04Then"What changed?" takes a two-day workbook rebuild to answer.Board and exec updates land with real numbers, not a rebuild.
The operating case for one connected plan.
One number, four teams.
Merchandising, planning, finance and supply chain plan off the same reconciled figures. Less argument, more execution.
Cash and service, together.
Free working capital without cutting into service level. The trade-off is modelled, not argued in a meeting.
Service level, held.
In-stock on the lines that matter, sized to real demand and lead time across channels.
Re-plan in hours.
When a channel or category moves, the re-forecast stages itself and the team approves. Hours, not a two-week rebuild.
Your agents run the reconciliation so your teams run the business.
The model watches every category against plan, surfaces what's drifting, and stages the re-forecast for review — so the exec conversation is about decisions, not spreadsheet archaeology.
Re-forecast ready — 3 categories drifted this week. Working-capital exposure up $340k, service risk on 2 hero lines. Want me to stage the moves for review?
We had four teams defending four numbers every month. Now there's one plan, and the meeting is about what to do — not whose spreadsheet is right.
What operations leaders get on day one.
One reconciled plan
The forecast, the merchandise plan and the buy on one number. No more four workbooks that disagree.
Cash without stockouts
Model the working-capital and service trade-off on live data, instead of arguing it once a month.
Re-plan in hours
When demand moves, the re-forecast stages itself and your team approves. In-season stops being a war-room.
Runs on your stack
ERP, EDI, POS and WMS. Nothing to rip out, live in weeks, not a multi-year rollout.
For operations leaders, answered.
Is this an S&OP tool?
Tightly runs the sales-and-operations loop for retail and DTC: it connects the demand forecast, the merchandise/financial plan and replenishment on one surface, and keeps them reconciled as actuals land. It's built for the retail planning cadence, not a generic enterprise S&OP suite that takes a year to stand up.
How is it different from an enterprise supply chain platform?
Enterprise suites (Blue Yonder, o9, SAP, Kinaxis) are powerful and heavy — long implementations and a big team to run them. Tightly delivers the connected plan for mid-market retail and DTC, live in weeks on your existing systems, at a cost and speed that fits your team.
How long does it take to get value?
Because Tightly runs on your existing ERP, EDI, POS and WMS, most teams are planning on real data in weeks, not quarters. There's nothing to rip out.
How does it free working capital without hurting service?
It sizes the buy to demand at the SKU and channel level and reconciles it against the financial plan, so cash comes out of the slow tail while service holds on the lines that matter. The trade-off is modelled, not guessed.
One plan. Every team. Every week. Bring one category. See the connected plan.
Give us 30 minutes. We'll run one category through the model and show the forecast, the plan and the buy reconciled on your real numbers.