Operating scope

Country head

Capability

All capabilities

Active handovers

Outcomes written back

Connected work · Agent system

Business vertical

Fresh food and production

Agent on shift

Countdown Pricer

Accountable person

Fresh managers

Evidence · 15 min

Batch and expiry

Next step

PerishablesOS

PerishablesOS · screen 04 of 05

Production to demand

Central kitchens produce to a plan. Stores sell to a curve. The gap becomes waste.

3 issues · 2 waiting on you

Issues in scope

3 instances across 2 places

Waiting on you

0 already decided in this session

Three largest

AED 27.1m–AED 78.1m

Modelled annual value, three largest only

Running without asking

1 armed and waiting on a threshold

Decision owner

Country head

Returns to Country head, Group

Scope

Oman

27 stores · all capabilities

Listen

Central kitchen output and timingStore sell-through by day partDelivery timingWaste by line

Process

Batch against the curve it servesIs the cause the plan or the storeWhich stores share a kitchen

Act

Batch and timing proposalRedirect between storesTo the country, not the store

Written backEvery outcome returns to the systems that produced the evidence.

KindOrder

Queue

3 issues · 2 waiting on you

Armed

Nothing notices when production and demand drift apart

Buraimi

What happened

Waste is reported as a percentage of fresh sales. Whether it is tracking demand error or production timing is not measured, so a kitchen cause looks exactly like a store cause.

Why it matters

Divergence is the only signal that separates the two, and without it a kitchen cause and a store cause look identical, and the fresh conversation starts in the wrong place.

Already done

Armed on divergence rather than on waste level, so it fires on cause rather than symptom.

Worth

AED 15.4m to AED 43.8m a yearModelledDivergence separates a kitchen cause from a store cause before the quarter closes.Stores where waste tracks the window

Then what

Threshold armed on divergenceGroupStanding, no return date

Threshold

Waste and forecast error diverging beyond tolerance at any store

Fires

Fires to the country with the kitchen, the window and the affected stores named

Approve

Waste at the stores on one Oman kitchen is a kitchen decision, not a store one

Oman

What happened

Four stores share a production window they cannot influence. Each currently receives a waste action they can do nothing about.

Why it matters

Sent to four store managers this produces effort without a change, since none of them can move a central kitchen window. The decision sits with the country because the asset does.

Already done

The proposal is assembled at country level with store level evidence, sized to the kitchen rather than to any one store.

Worth

AED 6.3m to AED 18.5m a yearModelledA proposal sent to the owner of the kitchen rather than to stores that cannot change the window. Value is execution rather than acknowledgement.Actions reaching an owner who can act

Then what

Production proposal with store level evidenceCountry headReports back 30 Sept

If approved

The production proposal goes to the Oman country head with the timing evidence

If declined

Store managers keep receiving a waste action about a window they do not control

Choose

Kitchen output in Oman is planned on a daily volume, not on when the day actually sells

Oman

What happened

Production runs to a daily quantity per line. Store sell-through is concentrated in specific day parts and differs materially between the stores one kitchen serves. Waste concentrates at the stores whose curve is furthest from the production window.

Why it matters

Producing the right quantity at the wrong time produces the same waste as producing too much. This is the largest single controllable cost in fresh and it is currently managed as a forecasting problem, which it is not.

Already done

Output, timing and store level curves are read together, with the waste attributed to timing rather than to volume where the evidence supports it.

Worth

AED 5.3m to AED 15.8m a yearModelledOutput planned on daily volume against stores selling on different curves. Value is the waste attributable to timing rather than quantity.Kitchen window against store curve

Then what

Chosen fix costed and scoped to the kitchenCountry headReports back 30 Sept