r4 XEM COMMAND

Portfolio Command

Capital allocation engine · 5 opportunities identified

Rank by

Total Upside

$24.3M

Across 5 opportunities

Confidence-Weighted

$18.7M

Risk-adjusted expected value

Executable <90 Days

$9.2M

3 of 5 within execution window

Avg. Payback

6.4 mo

Weighted by capital deployed

Portfolio AllocationConfidence-weighted value distribution

Inventory $7.8M Sullivan $6.3M Loyalty $5.4M Pricing +3.2% Supplier $4.5M

Opportunities

Sorted by ROI

Inventory Reallocation#1 ROI

+$7.8M

Cost Savings · NE Region · 184 Stores

⬥ 84% ConfidenceSupply Chain5 mo payback

Reduce excess inventory by 18% via demand-signal reallocation.

Take Action →

Sullivan County Inventory#1 Confidence

+$6.3M

Revenue Recovery · 47 Stores · 6 Districts

⬥ 91% ConfidenceSupply Chain4 mo payback

Right-size stock using demand signal rebalancing across districts.

Take Action →

Increasing Customer Loyalty#1 Simplest

+$5.4M

LTV Growth · 62,500 Customers · 3 Segments

⬥ 88% ConfidenceCRM8 mo payback

Segment, protect, and grow high-value customers through behavioral targeting.

Take Action →

Supplier Consolidation⋮

+$4.5M

Cost Reduction · Tier 1 & 2 Suppliers

⬥ High ConfidenceOps7 mo payback

Reduce costs by streamlining supplier relationships.

Take Action →

Pricing Adjustment⋮

+3.2%

Revenue Increase · 12 Key SKUs

⬥ Moderate ConfidenceSales10 mo payback

Optimize pricing based on elasticity model and competitor data.

Take Action →

+

Model New OpportunityAI-powered scenario builder

Projected Revenue Impact

Base Case

Optimized

Recent Insights

⚠ Risk: Supplier Delay

Tier 1 suppliers at risk of 3–5 week delays affecting Q2 fulfillment.

✓ AI Recommendation

Increase pricing on 5 SKUs based on elasticity model.

⬥ Cost Saving Opportunity

Logistics optimization

+$2.1M

📊

Select an opportunity to view its report

Choose an opportunity from the Portfolio.

Optimization Report

Inventory Reallocation — Northeast Region · 184 Stores

Total Impact

+$7.8M

↑ Cost savings identified

Confidence

84%

High — validated against 3 yrs data

Complexity

Medium

Time to Value

65 hrs

~3 distribution cycles

📦

Problem Identified

Excess Stock (NE Region)$3.2M over target

Stockout Incidents (last 30d)14 events

Carrying Cost Waste$8K/day

Inventory Days vs. Target18d vs. 12d target

✓

Proposed Solution

Reallocation Shift+8% to NE high-demand stores

Margin Recovery+$2.4M (+0.8 pts)

Service Level Uplift+0.8 pts → 97.2%

ReversibilityModerate — 48hr rollback

🤖 AI Analysis & Key Drivers

Root Cause: Static allocation logic hasn't been updated since Q3 2024.

Demand Signal: NE metro stores show 22% higher velocity on 38 SKUs vs. suburban.

Risk Factor: Aggressive reallocation (>12%) could create suburban stockouts.

Benchmark: Similar Midwest reallocations delivered 91% of projected value.

Optimization Report

Increasing Customer Loyalty — Behavioral Segment Targeting

Total LTV Growth

+$5.4M

↑ Across 3 segments

Confidence

88%

High — validated via A/B holdout

Complexity

Low

Time to Value

8 wks

Q2 2026 campaign cycle

👥

Problem Identified

Current Churn Rate18% annualized

At-Risk High-Value Customers1,700 (12% of top tier)

Campaign ROI (current)2.1× (below 3× target)

✓

Proposed Solution

Churn Reduction-4 pts → 14%

Campaign ROI Uplift3.4× (from 2.1×)

Win-back Recovery+31% retention in at-risk

🤖 AI Analysis & Key Drivers

Root Cause: Batch-style campaigns treat all customers identically. Top 18% generate 54% of revenue.

Churn Signal: AI detects churn 60–90 days ahead with 81% accuracy.

Growth Lever: 41% of mid-tier show pre-graduation behavior. Personalized nudges can accelerate 15,800 customers.

Optimization Report

Sullivan County Inventory — Demand Signal Rebalancing · 47 Stores

Revenue Impact

+$6.3M

↑ Revenue recovery

Confidence

91%

Very high — strong demand signal

Complexity

Low

Time to Value

4 wks

4 distribution cycles

📦

Problem Identified

Excess Stock$2.1M across 31 SKUs

Stockout-Risk SKUs18 within 7-day window

Fill Rate93.1% vs. 97% target

✓

Proposed Solution

Revenue Recovery+$6.3M projected

Fill Rate Uplift+4.3 pts → 97.4%

Transfer Efficiency94% (AI-optimized routing)

🤖 AI Analysis

Root Cause: Single allocation profile for 6 distinct demand districts. Rural vs. urban variance exceeds 40%.

Routing: Current inter-store routes at 71% capacity. AI-optimized achieves 94% with zero added cost.

🔬

Select an opportunity to simulate

Choose an opportunity from the Portfolio first.

Simulation Lab

Inventory Reallocation — Northeast Region

Projected Margin: +$2.4M|Confidence: 84%|Reversibility: Moderate

Confidence & Risk Meter

Allocation Shift (%)+8% Northeast

-10%+15%

Inventory Days Threshold12 days

8 days20 days

Service Level Target97%

95.0%99.5%

Baseline

Conservative

Aggressive

Margin Performance

	Baseline	Proposed	◇ Delta
Margin	$12.1M	$14.5M	+$2.4M
Confidence	91%	84%	-7%
Service Level	96.4%	97.2%	+0.8 pts

Simulation Lab

Increasing Customer Loyalty — Segment Targeting

LTV Growth: +$1.2M|Churn: -4 pts|Confidence: 88%

Segment & Campaign Parameters

Protect Segment Budget55%

20%80%

AI Personalization LevelAI-Driven

BatchPredictive AI

Win-back IntensityMedium

LowHigh

Retention-First

Balanced

Expansion-First

LTV & Retention Forecast

	Baseline	Projected	◇ Delta
LTV Growth	$4.2M	$5.4M	+$1.2M
Churn Rate	18%	14%	-4 pts
Campaign ROI	2.1×	3.4×	+1.3×

Simulation Lab

Sullivan County Inventory — Demand Signal Rebalancing

Revenue: +$6.3M|Confidence: 91%|47 Stores

Excess Stock

$2.1M

31 overstocked SKUs

Stockout-Risk

18

Within 7-day window

Transfer Efficiency

94%

AI-optimized routing

Rebalancing Parameters

Rebalance Intensity+11% Target

+5%+20%

Demand Signal Lag3-day

1 day7 days

Safety Stock Buffer10 days

5 days18 days

Baseline

Balanced

Aggressive

Revenue & Fill Rate Forecast

	Baseline	Proposed	◇ Delta
Revenue	$18.4M	$24.7M	+$6.3M
Fill Rate	93.1%	97.4%	+4.3 pts

✅

No opportunity selected

Run a simulation first.

Inventory Reallocation — Approval

Impact: +$2.1M|Confidence: 85%|Complexity: Medium

✓

Impact Confirmation

I understand the expected financial impact (+$2.1M recovery).

I acknowledge the risk range (±$2.3M) and moderate reversibility.

I have reviewed the optimization report and simulation results.

i

Execution Scope

Systems: Supply Chain OMS

Regions: Northeast (184 Stores)

Effective Time: Next Distribution Cycle (4:00 AM ET)

Reversibility: 48-hour rollback window

↻

Risk & Reversibility

✓Reversibility Score: 0.74 (Moderate)

✓Operational Complexity: Medium

✓Downstream Dependencies: Low

Customer Loyalty — Approval

LTV Growth: +$5.4M|Churn: -22%|Confidence: 88%

◈

Segment Overview

🛡 Protect

14,200

High-value · Top 18%

LTV$4,820

Churn Risk12%

🌱 Grow

38,500

Mid-tier · Upsell ready

LTV$1,640

Upsell Ready41%

⚠ At-Risk

9,800

Declining engagement

App Drop-38%

Churn68%/90d

↻

Risk & Reversibility

✓Reversibility Score: 0.94 (High)

✓Complexity: Low

✓Dependencies: None

Sullivan County — Approval

Revenue: +$6.3M|Confidence: 91%|Complexity: Low

✓

Impact Confirmation

Revenue recovery and fill rate improvement confirmed.

Transfer logistics risk range of ±$1.4M acknowledged.

Report and simulation reviewed.

↻

Risk & Reversibility

✓Reversibility: 0.88 (High)

✓Complexity: Low–Medium

✓Route Conflicts: None detected

🚀

Approve an opportunity first

Complete the approval step to build your execution plan and assemble the team.

🚀

Inventory Reallocation — Execution Plan

Approved by James Carter · Northeast Region · 184 Stores

Live Execution

Target Impact

+$7.8M

Cost savings

Team Members

4

Across 3 departments

Tasks

6

2 in progress · 4 upcoming

Go-Live

Mar 3

Next dist. cycle

👥

Execution Team

MR

M. Rodriguez

VP Supply Chain

Supply Chain · Executive Sponsor

Lead

KP

K. Patel

Distribution Coordinator

Supply Chain · NE Region

Assigned

AW

A. Washington

Regional Ops Manager

Operations · NE Region

Assigned

LC

L. Chen

Finance Controller

Finance · Cost Center

Pending

📋

Execution Tasks

✓

Configure OMS allocation rules — Update allocation logic to +8% NE shift

K. Patel

Done

2

Validate warehouse capacity — Confirm Boston DC can absorb increased volume

A. Washington

In Progress

3

Notify store managers — Brief NE region store managers on new stock levels

A. Washington

Mar 1

4

Finance sign-off — Approve carrying cost impact for Q1 close

L. Chen

Mar 2

5

Execute distribution cycle — Run reallocation at 4:00 AM ET

K. Patel

Mar 3

6

Post-execution review — 48hr service level + stockout check

M. Rodriguez

Mar 5

📅

Timeline

Done (1)In Progress (1)Upcoming (4) · Go-live Mar 3

🚀

Customer Loyalty — Execution Plan

Approved by James Carter · 62,500 Customers · 3 Segments

Campaign Active

LTV Growth

+$5.4M

Across 3 segments

Team Members

5

Across 4 departments

Tasks

7

1 done · 2 in progress · 4 upcoming

Campaign Launch

Mar 10

8-week cycle

👥

Execution Team

SJ

S. Johnson

CRM Platform Owner

CRM · System Lead

Lead

RK

R. Kim

Campaign Manager

Marketing · Automation

Assigned

DM

D. Martinez

CS Team Lead

Customer Success

Assigned

NP

N. Patel

Data & Analytics Lead

Analytics · Segment Models

Assigned

TG

T. Garcia

Marketing Director

Marketing · Executive Sponsor

Pending

📋

Execution Tasks

✓

Deploy segment models to CRM — Protect / Grow / At-Risk scoring live

N. Patel

Done

2

Build campaign flows — Configure email, push, and in-app journeys per segment

R. Kim

In Progress

3

Configure CS proactive alerts — Set up churn-risk triggers in CS dashboard

D. Martinez

In Progress

4

Creative review & approval — Marketing director sign-off on campaign assets

T. Garcia

Mar 5

5

A/B holdout group setup — Configure 5% control group for measurement

N. Patel

Mar 7

6

Campaign launch — Go-live across all 3 segments and 4 channels

R. Kim

Mar 10

7

Week 2 performance check — Review open rates, churn signals, CS escalations

S. Johnson

Mar 24

📅

Timeline

Done (1)In Progress (2)Upcoming (4) · Launch Mar 10

🚀

Sullivan County — Execution Plan

Approved by James Carter · 47 Stores · 6 Districts

Live Execution

Revenue Target

+$6.3M

Recovery projected

Team Members

5

Across 3 departments + districts

Tasks

7

1 done · 1 in progress · 5 upcoming

Go-Live

Mar 3

Mon dist. cycle

👥

Execution Team

MR

M. Rodriguez

VP Supply Chain

Supply Chain · Executive Sponsor

Lead

BT

B. Thompson

Warehouse Ops Lead

Warehouse Mgmt · Sullivan

Assigned

JL

J. Lee

Logistics Coordinator

Supply Chain · Transfer Routes

Assigned

HN

H. Nguyen

Supply Chain Analyst

Analytics · Demand Signals

Assigned

LC

L. Chen

Finance Controller

Finance · Cost Center

Pending

+ 6 District Managers — Auto-notified via OMS. Each receives district-specific rebalancing instructions and SKU transfer manifests.

📋

Execution Tasks

✓

Generate AI transfer manifests — SKU-level instructions for all 47 stores

H. Nguyen

Done

2

Validate transfer routes — Confirm 94% efficiency routes with logistics

J. Lee

In Progress

3

Prep warehouse staging areas — Allocate dock capacity for transfers

B. Thompson

Feb 28

4

District manager briefings — Push store-level instructions to 6 DMs

M. Rodriguez

Mar 1

5

Finance carrying cost sign-off — Approve inventory movement for Q1 close

L. Chen

Mar 2

6

Execute rebalancing cycle — Run transfers at 4:00 AM ET Mon

J. Lee

Mar 3

7

72hr post-execution review — Fill rate, stockout, and revenue signal check

M. Rodriguez

Mar 6

📅

Timeline

Done (1)In Progress (1)Upcoming (5) · Go-live Mar 3

Actions

Items requiring your review — 12 open actions across 4 projects

⚠

3

Overdue

↑

4

Escalated

◷

5

Scheduled

◎

12

Total Open

In ProgressInventory Reallocation — NE184 Stores

2 Overdue1 Escalated2 Scheduled

⚠ Overdue3 days

Approve inventory transfer — 22 SKUs NJ → Boston DC

4,200 units blocked pending sign-off.

💰 +$340K👤 J. Carter

⚠ Overdue1 day

Confirm replenishment — 8 stockout-risk SKUs

💰 Prevents $120K loss

↑ EscalatedM. Rodriguez

Review allocation exception — 3 stores above safety stock

💰 $22K/wk carrying

◷ ScheduledFeb 24

Authorize next distribution cycle

◷ ScheduledMar 3

Mid-point performance review sign-off

⚠ UnderInventory Allocation — SE97 Stores

1 Overdue2 Escalated

⚠ Overdue

Approve emergency rollback — 31 stores

💰 $14K/day lost

↑ Escalated

Stop project or pivot to revised strategy

↑ Escalated

Approve $0.2M write-down for Q1 close

✓ DoneDynamic Pricing — 12 SKUs

2 Scheduled

◷ Scheduled

Approve next-wave repricing — 14 SKUs

◷ Scheduled

Sign off on Q1 pricing performance report

✓ DoneSupplier Consolidation — Tier 1 & 2

1 Escalated1 Scheduled

↑ Escalated

Approve APAC expansion

◷ Scheduled

Renew contracts with 4 consolidated suppliers

Project Reports

Total Value Deployed

$18.4M

↑ +12% vs. plan

Actual vs. Projected ROI

107%

3 of 4 on track

Avg. Service Level

97.1%

↑ +0.9 pts

Active / Done

1 / 3

1 underperforming

In Progress

In ProgressInventory Reallocation — NEFeb 3, 2026 · 184 Stores

Financial

Margin Recovery

Proj $2.1M$1.4M67%

Operational

Service Level

97%96.8%-0.2 pts

Completed

✓ DoneSupplier Consolidation+$4.9M delivered

Financial

Cost Savings

$4.5M$4.9M+9%

Operational

On-Time

96%97.4%+1.4 pts

⚠ UnderInventory Allocation — SEBelow targets

⚠ Lower sales in 31 of 97 stores.

Financial

Margin

$1.8M$0.6M-67%

Operational

Service Level

97%94.2%-2.8 pts