Reconcile demand and supply to one number — consensus, scenarios, pilot gates, and the boards behind them.
Your job is the monthly synthesis, and four surfaces carry it. The reconciliation view (/app/sop) reduces the whole engine to ONE verdict per molecule: at-risk means demand WILL be missed (a QC hold, a capacity deferral — you cannot ship or cannot make enough), while watch is a manageable action item or money leak (a material commit, an expiry write-off, a short-dated lot, unregistered demand). Every firing signal becomes a named reason, and a demand-miss always dominates a leak.
Consensus (/app/consensus) is your one-number meeting. The commercial call meets the planner baseline and the gap is shown in units AND value — never a bare percentage, and a price-less family shows a units-only note rather than a misleading ratio. Agreement is four-eyes (maker ≠ checker), and the agreed figure lands as exactly one audited demand stream per family and period. This is the "one number" doctrine: the organisation commits to a single reconciled quantity, and the audit trail names the baseline, the commercial input and the final.
Scenarios (/app/scenarios) let you stress the plan without touching it. A branch reruns through the engine side by side with the live plan and writes NOTHING — provably. Committing is deliberately hard: it is four-eyes and the branch's own creator is refused, and only a weights branch actually commits a policy (input shocks inform, they do not configure). And scenarios are audit history — you supersede, you never erase; there is no delete.
The pilot gates (/app/pilot) are how a pilot is won or lost honestly. Each charter carries its kill criterion verbatim, and each gate runs on real data where it can. The rule that protects your credibility: a gate that cannot run on real data returns "awaiting-data" as a first-class verdict — it is shown either way, never fabricated into a pass. A losing backtest carries "disappoints" and is surfaced, never buried.
The KPI board (/app/kpis) is your scorecard — OTIF, OTD, forecast accuracy and bias, transit and production time, demand and supply variability, safety- and cycle-stock days. Every tile ships with the formula that computed it and the source tables it read, because a number without its derivation does not go on a leadership slide. Read the boards before the meeting; walk in with the reconciliation verdict, the consensus gaps, and the scenario that answers the "what if" you know is coming.