Optimize inventory across locations, products and time.
Shelves stay full and less cash sits in the warehouse. Stock-out risk, safety stock, transfers and working capital are managed as one connected problem instead of four separate ones.
What makes this hard today.
Inventory is simultaneously too high and too low: capital sits still in the wrong locations while the products customers came for are unavailable somewhere else.
Safety stock set once and rarely revisited
Stock-outs discovered after the sale is lost
Transfers decided by intuition rather than expected demand
Working capital reported monthly, decided daily
The cost of deciding blind.
Inventory is where forecasting error becomes a cash-flow problem. Excess ties up capital and ages; shortage costs the sale and the customer. Both consequences are permanent by the time a monthly report shows them.
Inventory Intelligence
Veraius evaluates stock positions against forecast demand, lead time and variability, then flags where risk is building and what would resolve it — a transfer, a purchase, or a revised safety level.
Stock-out risk scoring
Risk assessed per product and location, ahead of the shortage.
Dynamic safety stock
Safety levels derived from demand variability and supplier lead time.
Transfer recommendations
Moves between locations proposed where demand and stock are mismatched.
Reorder timing
When to purchase, given lead time, coverage and expected demand.
Working capital view
Where capital is held, how it is ageing, and what it is covering.
Supplier risk
Lead-time reliability tracked per supplier and material.
Connect. Understand. Predict. Decide. Act.
The same pipeline runs behind every solution: your systems are connected, the data is put in business context, the outcome is predicted, the decision is reasoned with its sources attached, and the result is carried into workflow.
ERP, POS, MES, WMS, CRM and IoT — into one place.
Operational data related and put in business context.
Demand, stock, production and performance, ahead of time.
Decision models and AI weigh the options with you.
Decisions executed through workflow and automation.
What changes in the way you work.
Shortage risk is addressed before it becomes a lost sale or a stopped line
Capital is held where demand is expected, not where it was last year
Reorder and transfer decisions carry an explicit rationale
Planners spend less time reconstructing stock positions by hand
Where it is used in practice.
Daily stock-out watch
A ranked list of products and locations where shortage risk is rising.
Inter-store transfers
Proposed moves from over-stocked to under-stocked locations.
Raw material coverage
Which materials threaten the production schedule, and by when.
Working capital review
Where inventory value is concentrated and what demand supports it.
What your teams gain from Veraius agents.
Stock where demand will be
Replenishment is driven by the demand forecast, so stock moves before shortages do.
See the Supply Chain agents Supply ChainRoutes and carriers compared
Routes and carriers are compared on cost and delivery, and late deliveries surface early.
See the Supply Chain agents Supply ChainSuppliers judged on performance
Delivery, quality and compliance are tracked per supplier.
See the Supply Chain agentsIn every department
- Agents prepare the work on your own data; your people approve what happens next
- Plain-language questions answered from live ERP data, with tables and interactive charts
- Grounding check: numbers that cannot be traced to a source are not shown
- Explainability, confidence and risk scores with decision rationale
- Slack, Teams, WhatsApp and Signal channels with an approval inbox
- Department-based access policy with personal data masking
Frequently asked questions
Straight answers about integrations, deployment, security and cost — including where the honest answer is "it depends".
Ask your own questionHow does Veraius decide safety stock levels?
From demand variability and actual supplier lead time rather than a fixed rule. This distinction matters more than it appears: most planning systems hold one lead time number, usually the contractual one. Real delivery performance is a distribution, and it is rarely symmetric — suppliers are seldom early and occasionally very late. Safety stock set from an average covers roughly half the cases by construction, and the other half surface as expediting, substitution and stock-outs.
Can it recommend stock transfers between locations?
Yes. Where forecast demand and current stock are mismatched across locations, a transfer is proposed with the reasoning: expected demand at each location, current position and the risk being resolved. Transfers are otherwise usually decided by intuition, which is fine until the network is large enough that nobody can hold it in their head.