What customers say most is not "predict the future". It is "the numbers do not match".
Across 19 manufacturing and supply-chain customers, "compare / check / reconcile" appears in 8 of them and "normalize / unify / part numbering" in 7 — together covering 15. The four below have actually been run. This is not a capability list.
Reconciliation
"The hard part is getting everyone onto the same definition."
It puts sources side by side and breaks them apart line by line: receivable against received, plan against actual, ERP against MES, the same item priced on two platforms. It computes from the rows themselves, never from what a summary claims — change the claim without changing the rows and it fails on the spot.
The difference list goes to a person, each line carrying how it was computed. What it cannot judge it does not guess: it marks the spot and leaves it.
Tracking & follow-up
"One person can follow two or three tools. With two or three hundred, this stops working."
It keeps the list of things to watch, checks each against its baseline on the cadence you set, and surfaces what moved. What needs chasing gets drafted; what crosses a threshold raises a warning — instead of a person asking the same question again every morning.
Who to chase, how to word it, whether to escalate — a person decides. Its job is that nothing which should be seen goes unseen.
Drawing revision audit
"Can AI do drawing review?"
Drop in the old and new vector drawings for the same part number. It checks each change note for whether it was actually applied, and independently lists the changes the notes never mentioned. The input is the drawing itself — no system integration first.
What it cannot judge it circles and leaves to a person. The output is "these changed, these are not in the notes", not "reviewed".
Part-number normalization
"If the part numbers are not normalized, every supply-chain system you put on top has no foundation."
It normalizes one-item-many-codes and same-name-different-item history against your own coding rules: deduplicate, pick the surviving code, propose a number with the reasoning attached. The rules are yours, taught once and kept in the organization.
Every proposal needs a person to confirm before it lands. Changing a rule takes one sentence, not another implementation project.
