Every planning override your team made last year, broken into value-created and value-destroyed, formatted as a financial statement. Ten business days. Sixty minutes of your team's time.
Your planning team makes thousands of manual adjustments to the demand forecast every year. Some protect service levels and avoid waste. Others drive excess inventory, trigger expedites, and trap working capital on the balance sheet. No system in your organization distinguishes between the two.
The Override P&L makes that invisible cost visible. Value-positive interventions. Value-negative interventions. Net impact, formatted as a financial statement your board can read without modification.
You can size this problem without us. The math uses three inputs from your most recent quarter-end.
Total Inventory. Balance sheet value, most recent quarter-end. For a $500M-revenue manufacturer, typically $75M to $150M.
Excess Percentage. 10-30% of inventory in make-to-stock environments is typically excess. Safety stock that has not been recalibrated. Conservative overrides that compounded. Demand signals that got overridden out of the forecast.
| Company profile | Inventory | Trapped capital (15%) | Annual carrying cost (25%) |
|---|---|---|---|
| $300M manufacturer | $60M | $9M | $2.25M / yr |
| $500M distributor | $110M | $16.5M | $4.1M / yr |
| $1B CPG company | $200M | $30M | $7.5M / yr |
Conservative estimates using the midpoint of each range. Trapped capital is the balance sheet exposure. Carrying cost is the annual P&L bleed. Neither figure includes expedites, write-offs, or lost revenue from override-driven misallocation.
Net override value. Value-positive interventions. Value-negative interventions. One bottom line. Built from your override logs and your cost structure. Your numbers drive every translation. Board-ready without modification.
Format: financial statement, PDF plus editable workbook.
Which override categories consistently add value. Which destroy it. Sliced by SKU class, planner, and decision horizon. Surfaces the pattern producing most of the cost.
Format: analytical report plus exported data tables.
Three immediate actions implementable this quarter: which override categories to auto-accept, which to supervise with measurement, and how much planner capacity is freed by stopping the value-destructive interventions.
Format: one-page memo plus supporting appendix.
A repeatable methodology, supported by standardized extraction templates for the top five planning systems and a validated financial impact model. Your team provides data access. We do the analysis.
We pull override logs and outcome data from your planning system. SAP IBP, Kinaxis, o9, Blue Yonder, or Oracle. Repeatable extraction templates that run against each.
Every override gets scored against the outcome it changed, then translated into inventory, expedite, and service-cost dollars using your cost structure. No generic multipliers.
We identify which override categories add value, which destroy it, and where the cost concentrates across SKU classes, planners, and decision horizons.
A 30-minute CFO-level conversation. The deliverables, a Q&A, and three actions implementable this quarter. No follow-up sale required for the work to be worth doing.
Below the CFO discretionary threshold. High enough that the engagement gets taken seriously. Profitable for Daybreak standalone, which means we do not need you to convert for the work to be worth doing.
If Daybreak cannot produce the Override P&L statement within 10 business days of complete data access, the engagement fee is refunded in full. This is a deliverable guarantee. We commit to completing the analysis on schedule. The findings themselves depend on your data.
Anonymized illustration drawn from a scoped engagement. Not the deliverable for any specific prospect. Your Override P&L is built using your override logs and your cost structure. Actual numbers depend entirely on your data.
The Override P&L produces a quantified problem. Three steps follow from it. The first runs without us. The second and third are where Daybreak shows up if you want the system to do this continuously.
Ten business days. Sixty minutes of your team's time. The line item your income statement has been missing, formatted as a financial statement and ready for your board.