The same enterprise stack, applied to very different operating realities.

Manufacturing is the environment where the gap between plan and execution is most expensive. A production plan that ERP believes, an MES that knows what actually ran, and a warehouse that reports real inventory are three different truths in most plants — and reconciling them is most of the work.

We connect planning and procurement to production execution, link MES back to ERP so material consumption and output are recorded rather than estimated, and integrate plant and warehouse operations so finished goods do not disappear between systems. Quality and traceability run through all of it, because when something is wrong the question is always which lot and which supplier.

Asset reliability and maintenance sit alongside this: unplanned downtime is a supply problem before it is an engineering one. Operational intelligence — OEE, downtime patterns, exception analytics — turns that record into something the plant can act on.

Automotive operations run on schedule adherence and supplier synchronisation. A tier supplier missing a window does not just delay one line — it propagates. That makes supplier integration, EDI and release schedules operationally critical rather than administrative.

We work across automotive manufacturing and the parts and distribution network behind it: production planning and scheduling, supplier networks and inbound coordination, parts inventory across plants and distribution points, warehousing and transportation, and the serial and lot traceability that a recall investigation depends on.

Aftermarket and dealership operations are part of the picture, but they are the downstream end of it rather than the whole industry.

Retail and e-commerce operations fail visibly. An inaccurate available-to-promise, an order routed to a location that cannot fulfil it, or a returns process that loses stock all reach the customer directly.

We work across order orchestration and distributed order management, inventory accuracy and availability across channels and locations, allocation and replenishment, and the warehouse and transportation execution behind fulfillment. Returns and reverse flows get particular attention — they are usually the least designed part of the operation and among the most costly.

CPG operations live on the accuracy of the demand signal and the discipline of the S&OP or IBP cycle that converts it into a plan. When those are disconnected from production and distribution reality, the result is familiar: inventory in the wrong region and expedited freight to correct it.

We connect demand planning and forecasting to production, inventory and supplier operations, and out through warehousing, transportation and customer fulfillment. Operational analytics across forecast accuracy, service level and distribution performance is what makes the next cycle better than the last.

Food and beverage compresses every supply chain problem into a shorter time window. Demand forecasting error becomes waste rather than carrying cost; a traceability gap becomes a wider recall than necessary; a distribution delay becomes unsaleable product.

We work across demand forecasting and production planning, ingredient and material procurement, inventory with lot and batch control, quality workflows and holds, and the warehousing, transportation and order fulfillment behind distribution. Where cold-chain operations apply, monitoring and the associated data trail change the integration picture materially.

We build the operational systems and the data trail. We do not provide food-safety or regulatory compliance advice — the workflows we build support your quality and compliance functions rather than substitute for them.

Transportation operations are judged on two things: landed cost and whether the delivery arrives when it was promised. Both depend on planning quality upstream and visibility downstream.

We work across transportation management and carrier operations — load and route planning, rates and tendering, execution, freight audit and settlement — alongside shipment visibility, ETA intelligence and delivery-risk signals. 3PL and warehouse relationships are integral: transportation planning that cannot see warehouse readiness is planning against a guess.

Exception management is where automation pays for itself, because the volume of routine status chasing is what consumes operational capacity.

Distribution businesses run on inventory accuracy and order throughput. The economics are unforgiving: a stockout loses the order, and excess inventory ties up the capital the business runs on.

We work across ERP and inventory management, warehouse execution, order management and fulfillment, procurement and supplier management, replenishment policy across distribution centers, and the transportation that connects them. Returns and customer order visibility complete the picture, and analytics across service level and inventory turns is what makes the trade-offs visible.

Our healthcare work is enterprise technology work: integrating operational systems, automating administrative and document workflows, and building the reporting that operations and finance rely on.

That includes enterprise application integration, workflow and document automation, operational analytics, and supply-chain visibility across inventory and procurement — the hospital and clinic supply chain is a genuine supply chain with the same planning and replenishment problems as any other.

We do not build clinical decision-making systems and we make no medical claims. Solutions can be designed to support your organization’s privacy and security requirements, including controls associated with HIPAA programs. Stratylix does not hold or claim HIPAA certification and does not provide compliance advice.

Life sciences supply chains are defined by what has to be provable after the fact. Lot and batch traceability, controlled storage and distribution conditions, and supplier qualification records are operational requirements with a documentation burden attached.

Our capability here is the systems and data layer: supply-chain visibility, inventory with lot control, quality workflows and holds, supplier coordination, warehousing and distribution, and the data integration that makes the record retrievable.

We do not provide regulatory, validation or compliance guarantees. Systems we build support your quality and regulatory functions; they do not replace their judgement.

Financial services is the industry on this page where our work is least supply-chain oriented. The value sits in enterprise applications, data and analytics, document intelligence and process orchestration.

Typical work includes modernizing enterprise applications and their integration, building data and reporting foundations, automating document-heavy and approval-heavy workflows, and applying AI to classification, extraction and decision support where a human remains accountable for the outcome.

We make no banking, regulatory or financial compliance claims.

For technology organizations we work as an engineering and platform partner: software engineering, cloud architecture and modernization, data platforms, and the AI and automation layer on top.

The work is usually one of two shapes — extending an engineering team that is capacity constrained, or modernizing a platform that has outgrown its original architecture — alongside the internal enterprise applications and operational workflows that scale badly as a company grows.

Telecommunications operations are asset and field oriented: equipment inventory, field workflows and work orders, and enterprise systems that have to reconcile across a wide estate.

Our capability is the enterprise technology layer — systems integration, data and analytics, cloud, asset and field workflow automation, and operational visibility. We position this as capability rather than sector specialization.

Energy and utilities operations are dominated by asset performance and field work. Maintenance scheduling, work orders, spare-parts availability and field workflow coordination are the operational core.

Our capability covers asset and maintenance workflows, enterprise applications and their integration, inventory and supply-chain support for spares and materials, and the data, analytics and automation that make operational status visible.

We make no safety or regulatory claims.