See what planning friction may be costing your operation.
Use rounded estimates to build a directional business case for reducing WIP, overtime, expediting, missed delivery risk, and hidden capacity loss. You do not need perfect data—and nothing you type is sent to Delfoi.
A practical conversation starter—not a sales quote.
One clear step at a time.
Only the current step is shown. You can move back at any time without losing your entries.
Your planning opportunity snapshot
Monetary results use the same currency as your inputs.
Which planning approach should this estimate compare?
Choose a current approach—or select fully implemented APS to model the future-state value. These options change how much of the available planning opportunity is captured.
Start with what you know
Rounded values are enough. Sample values remain clearly labeled until you replace them.
Enter every monetary value in the same currency. All monetary results use that same currency; no currency conversion is performed.
Enter these three values:
- Annual revenue
- Employees
- Current on-time delivery
We estimate the remaining inputs, and you can edit every assumption.
Not sure? Keep the sample value and continue. The calculator is designed to support a first conversation—not replace a validated financial model.
Planning capabilities behind the value
Open only the areas that are relevant to your operation.
Finite-capacity APS
Derived from Jodlbauer & Strasser, Capacity-driven production planning: traditional MRP schedules on-demand production orders without considering limited production-resource capacities.
Best tied to WIP, overtime, capacity, and delivery promise reliability.
MPS freeze windows + exception rules
Derived from Pujawan & Smart, Factors affecting schedule instability in manufacturing companies: schedule instability is associated with low service levels, high inventory, and production-changeover costs.
Best tied to schedule stability, changeover cost, planner productivity, and customer service.
Scenario planning / digital twin
Derived from Deloitte smart-factory research and next-generation scheduling concepts: faster scenario evaluation helps planners respond to disruption before committing a bad plan to the floor.
Best tied to expediting, recoverable sales, and capacity utilization.
Shop-floor feedback loop
Derived from Deloitte smart-factory research: connected production data, automation, and integrated control were linked to lower lead times, lower cost, 25% capacity improvement, and 50% fewer defects in one cited case.
Best tied to lead-time accuracy, bottleneck visibility, and schedule credibility.
Planning KPI dashboard
Derived from Bain supply-chain research: strategic manufacturing and distribution network management can improve plant output, inventory turns, and margin; KPI governance is how those benefits are tracked and sustained.
Best tied to governance and executive-level accountability.
Start with the four key indicators above.
They provide the quickest view of annual value, payback, margin opportunity, and delivery movement. Open the optional sections below only when you want to examine the calculation in more detail.
Open this sectionReview or change the improvement assumptionsView the five value drivers and compare the model assumptions with Delfoi benchmarks.
Each driver shows the conservative value used by the calculator beside a directional Delfoi field benchmark. Benchmarks are comparisons, not guarantees.
Black = value used in the calculation. Orange = directional Delfoi benchmark.
Sources behind the model
The research is here when you need it, but it does not interrupt the customer journey. Open a source to see exactly how it is used.
Open this sectionView detailed charts and operational interpretationView the benefit breakdown, delivery movement, and plain-language interpretation.
Financial impact by driver
Estimated annual profit/cost impact by category.
Operational movement
Schedule changes move from about 18 per week to 13.5 per week under this planning approach.
What this means in plain language
For a 50,000,000 manufacturer with 250 employees, the selected planning approach estimates 1,057,200 in annual gross planning opportunity.
After software/support cost, recurring net benefit is 907,200, or 1.81 margin points.
Year-one net after implementation is 657,200. Estimated payback is 3.3 months.
Private by default. Share by choice.
This version is intentionally calculation-only: it asks for no name, email, company name, customer list, product data, routing data, or uploaded files.
The calculation runs in your browser. Values are not sent to Delfoi or a calculation server.
This calculator does not save entries to a database, browser storage, cookie, or hidden lead record.
You can complete and print the estimate without providing personal or company-identifying information.
Contacting Delfoi opens a separate page. Only information you voluntarily provide there is shared.
Do I need exact financial data?
No. Rounded estimates are appropriate for a first-pass business case. The app labels untouched values as samples so you know what still needs validation.
Can Delfoi see what I enter?
No. This calculator has no submission endpoint. Printing or saving creates a document on your device; it does not send the result to Delfoi.
Is the result a promise or quote?
No. It is a directional hypothesis based on the values, selected planning approach, assumptions, and benchmarks shown. A validated business case requires customer-specific operating data.
What should I share in a follow-up?
Start with ranges, not confidential detail. If a deeper review is useful, agree on scope, recipients, retention, and an NDA before providing plant-level data.
If you choose to contact Delfoi, review the Delfoi Privacy Policy for how prospect contact information is processed.
Methodology and calculator traceability
Use this table when finance, operations, or IT wants to understand why each driver belongs in the model.
| Calculator section | Source support | Why it belongs in the model |
|---|---|---|
| Planning maturity | Manufacturing Leadership Council; NAM; Deloitte | Manual data, spreadsheets, and disconnected systems remain common in manufacturing. |
| WIP and inventory drag | Pujawan & Smart; Bain | Schedule instability is linked to high inventory; strategic improvements can improve inventory turns. |
| Overtime and expediting | Pujawan & Smart | Schedule instability creates changeover disruption and reactive execution costs. |
| Delivery and revenue risk | Pujawan & Smart; Hvolby & Steger-Jensen | Schedule instability affects customer service; APS case evidence shows delivery accuracy improvement. |
| Capacity opportunity | Jodlbauer & Strasser; Deloitte APS; Bain | Traditional MRP has finite-capacity gaps; APS balances capacity, inventory, and time. |
| Planner productivity | Deloitte 2025 survey; Hvolby & Steger-Jensen | Planning talent is constrained; APS case evidence reports reduced planning resources. |
See exactly how your estimate is calculated.
This page uses the same planning approach, company inputs, and assumptions as the Planning value check. Every formula below substitutes your current numbers so the result can be followed line by line. Monetary amounts remain in the same currency as your inputs.
How to read this page: each card shows the plain-language rule, the formula, your substituted values, and the resulting annual benefit. The improvement percentages match the navy “Model assumption” pills on the calculator.
From operating improvements to net annual benefit
The seven benefit categories are added together. Recurring software and support cost is then subtracted. One-time implementation cost affects payback and year-one value, but is not deducted from recurring annual benefit.
Recovered sales and capacity opportunities are converted to gross profit using the entered gross margin.
The model values the 50% overtime premium, not the employee's full base wage.
Model assumptions are conservative planning estimates. Orange Delfoi benchmarks are comparisons, not promises.
Monetary amounts use the same currency as your inputs. Numbers are rounded for display, so individual displayed lines may differ slightly from the exact total. Return to the Planning value check to change any input; this walkthrough updates automatically.
Let’s validate what planning improvement could mean for your operation.
You have already done the hard part: identifying the opportunity. Tell us what would be useful, how to reach you, and whether your calculator summary should come with the request.
Contact us!
Leave a message and our experts will contact you.
Jason Billington
404-395-7132