What does the process leading up to the finished business case look like?

In two steps: First, an initial consultation to understand your setup. If you are interested in a trial phase, we calculate the business case using your data in a joint session. You receive a complete document that you can use internally.

How conservative is the calculation really?

Very conservative. We use the lower value as the default for every parameter. We do not factor in headcount savings, strategic secondary effects (customer retention, pricing), or economies of scale beyond the first year. The "Conservative" column shows you the worst-case range.

What data do I need for the business case session?

Ideally: annual spare parts revenue, average inventory level, current availability rate, number of orders per year, and number of actively planned SKUs. We will clarify any data not immediately available in real time using benchmark ranges.

How long does the business case session last?

Typically between 30 and 45 minutes—depending on the complexity of your setup (multiple plants, multiple ERPs, etc.).

Who from our team should be there?

At a minimum, the champion—i.e., the Head of Service, Head of After-Sales, or Head of Supply Chain. Optional but valuable: a representative from Finance or Controlling who can validate the assumptions.

What exactly do I end up with?

A ready-to-use document featuring Total Annual Value, ROI (%), payback period (months), a waterfall chart broken down by value lever, and complete documentation of assumptions. Ready for immediate internal use.

Are secondary effects, such as customer retention, factored into the ROI?

No. These additional strategic effects are real and well-documented in mechanical engineering, but we deliberately do not factor them into the hard ROI calculation. We list them separately—you can decide for yourself whether and how to weight them.

Can we run through several scenarios?

Yes. In the business case session, we can calculate various scenarios (different service level targets, varying levels of inventory reduction, etc.) in parallel—directly within the live model.

What if the numbers show that PartsOS isn't the right fit for us?

Then we’ll tell you right away: the trial phase ends, you keep the business case and all the insights—with no obligation to continue.

Your Business Case For PartsOS Planning

Four value drivers, calculated conservatively based on your actual figures
— the document you use to internally justify your investment decision.

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Planning Templates

The four value drivers behind your ROI

Each one calculated individually based on your actual figures—transparent in its approach, conservative in its assumptions.

Margin contribution

Additional revenue from improved spare parts availability.
Higher availability → fewer lost service cases → more revenue from spare parts and service contracts.
Lower inventory levels. Less working capital.

Right-sized stock levels per SKU class — no more across-the-board safety stock.
Fewer orders. Lower costs.

Automated reorder recommendations replace manual Excel-based planning and Ad-hoc reactions.
Additional planning capacity. Greater depth.

The system handles routine SKUs — humans handle exceptions and judgment calls, so your team can focus on strategic decisions.

Transparent approach without a black box

Three principles make every figure verifiable—clear ranges, transparent data sources, and honest limits regarding assumptions.

Three scenarios per parameter

We calculate each parameter in three stages: conservative, realistic, and ambitious. This allows you to see the range immediately and know where you stand, even in a worst-case scenario.

Three clear data sources

Your ERP data first. Trial results next. Industry benchmarks from our previous customer implementations as backup.

What we deliberately do not include in the calculation

Personnel savings — you gain capacity, not jobs.
Secondary effects — customer retention and pricing are not included in the ROI.
Multi-year effects — we only consider year 1.

The hidden business value

Three effects confirmed by studies and our customer experience.

Greater customer loyalty through availability

According to BCG, aftermarket services account for up to 50 percent of profits in leading industries. PartsOS Planning ensures you remain capable of supplying parts, allowing you to secure and expand this share.
Less firefighting, higher team-performance

When the planning team shifts from an Excel-based reactive mode to an exception-based mode, it focuses on strategic service development. The result: better predictability, higher employee retention, and lower turnover.
Higher willingness to pay due to availability

In our work with clients, we observe that immediately available spare parts typically command prices 10–25 percent higher, whereas long delivery times lead to price discounts. Availability acts as a pricing lever.