The proving ground for supply chain decisions
The proving ground for supply chain decisions
The proving ground for supply chain decisions
Stress-test scenarios on a live model of your sites, transport and network. Find the breaking points and prove what works.
Trusted by
Recognised as a Cool Vendor in the 2026 Gartner® Coolest Vendor Innovations for Logistics and Fulfillment report.
Recognised as a Cool Vendor in the 2026 Gartner® Coolest Vendor Innovations for Logistics and Fulfillment report.
What you get
Only 19% of major supply chain decisions are delivered as intended.
Only 19% of major supply chain decisions are delivered as intended.
Only 19% of major supply chain decisions are delivered as intended.
Here’s how Kallikor puts evidence behind every decision.
Decisions costed everywhere they touch
A change to transport shows up in the warehouse, and a change in the warehouse shows up on the road. Kallikor models your sites and network together, so every decision is costed across each site, route and store it touches, for a true cost to serve.
Decisions costed everywhere they touch
A change to transport shows up in the warehouse, and a change in the warehouse shows up on the road. Kallikor models your sites and network together, so every decision is costed across each site, route and store it touches, for a true cost to serve.
Decisions costed everywhere they touch
A change to transport shows up in the warehouse, and a change in the warehouse shows up on the road. Kallikor models your sites and network together, so every decision is costed across each site, route and store it touches, for a true cost to serve.
Dex
Northern network · Cost to serve
What does moving northern stores to three deliveries a week really cost?
Transport falls by £420k a year. But bigger orders add 18% to pick hours at North DC on delivery days, so cost to serve falls by only 1.2%.
Transport
−£420k
Pick hours
+18%
Cost to serve
−1.2%
Dex
Northern network · Cost to serve
What does moving northern stores to three deliveries a week really cost?
Transport falls by £420k a year. But bigger orders add 18% to pick hours at North DC on delivery days, so cost to serve falls by only 1.2%.
Transport
−£420k
Pick hours
+18%
Cost to serve
−1.2%
Dex
North DC · Peak day
Can outbound cope on our peak day?
No. Pallets ready to load outrun the night shift from 04:30 to 05:45, and the 06:00 handover makes it worse. 6 trailers leave late.
Pallets ready to load, per 15 minutes
Night shift
Day shift capacity
02:00
04:00
06:00
08:00
10:00
Dex
North DC · Peak day
Can outbound cope on our peak day?
No. Pallets ready to load outrun the night shift from 04:30 to 05:45, and the 06:00 handover makes it worse. 6 trailers leave late.
Pallets ready to load, per 15 minutes
Night shift
Day shift capacity
02:00
04:00
06:00
08:00
10:00
Dex
North DC · Peak day
Can outbound cope on our peak day?
No. Pallets ready to load outrun the night shift from 04:30 to 05:45, and the 06:00 handover makes it worse. 6 trailers leave late.
Pallets ready to load, per 15 minutes
Night shift
Day shift capacity
02:00
04:00
06:00
08:00
10:00
Plans stress-tested in the detail they deserve
Test a plan at the level it will actually run: shifts, pick rates, dock slots and vehicles, against the operating conditions you face, from an ordinary day to peak. That’s what gives you the confidence to commit.
Plans stress-tested in the detail they deserve
Test a plan at the level it will actually run: shifts, pick rates, dock slots and vehicles, against the operating conditions you face, from an ordinary day to peak. That’s what gives you the confidence to commit.
Plans stress-tested in the detail they deserve
Test a plan at the level it will actually run: shifts, pick rates, dock slots and vehicles, against the operating conditions you face, from an ordinary day to peak. That’s what gives you the confidence to commit.
Recommendations that stand up to questioning
Ask why, and see the reasoning behind every recommendation: the data it used, the assumptions it made and the trade-offs it weighed. Challenge any of them and see what changes, then explain the decision to anyone who needs to sign it off. It brings the building into the boardroom: a model of your own site or network that everyone in the room recognises and can discuss.
Recommendations that stand up to questioning
Ask why, and see the reasoning behind every recommendation: the data it used, the assumptions it made and the trade-offs it weighed. Challenge any of them and see what changes, then explain the decision to anyone who needs to sign it off. It brings the building into the boardroom: a model of your own site or network that everyone in the room recognises and can discuss.
Recommendations that stand up to questioning
Ask why, and see the reasoning behind every recommendation: the data it used, the assumptions it made and the trade-offs it weighed. Challenge any of them and see what changes, then explain the decision to anyone who needs to sign it off. It brings the building into the boardroom: a model of your own site or network that everyone in the room recognises and can discuss.
Dex
Automation options · Peak
Recommendation
Add two robotic pick cells before peak. Service holds at 97% at Black Friday volumes.
Why not extend the shuttle? It’s cheaper.
The shuttle isn’t the constraint at peak: picking is. [1] Extending it costs £1.4m and service still falls to 91%. [2]
Sources
1 Runs
2 Profile
Dex
Automation options · Peak
Recommendation
Add two robotic pick cells before peak. Service holds at 97% at Black Friday volumes.
Why not extend the shuttle? It’s cheaper.
The shuttle isn’t the constraint at peak: picking is. [1] Extending it costs £1.4m and service still falls to 91%. [2]
Sources
1 Runs
2 Profile
Dex
European network
This week
4
questions on one model
Can Benelux take Germany’s volume next month?
Answered
What if the Milan stores open in March, not May?
Answered
What does next-day delivery cost to serve in Iberia?
Answered
What if we cut the range by 15%?
Running
Dex
European network
This week
4
questions on one model
Can Benelux take Germany’s volume next month?
Answered
What if the Milan stores open in March, not May?
Answered
What does next-day delivery cost to serve in Iberia?
Answered
What if we cut the range by 15%?
Running
A shorter path to every decision
Your first answer takes four to eight weeks, while we build and validate your model. After that, each new question takes minutes, not months, because it starts from a working model.
A shorter path to every decision
Your first answer takes four to eight weeks, while we build and validate your model. After that, each new question takes minutes, not months, because it starts from a working model.
A shorter path to every decision
Your first answer takes four to eight weeks, while we build and validate your model. After that, each new question takes minutes, not months, because it starts from a working model.
Questions we answer
The questions we answer
The questions we answer
The questions we answer
Real questions from customer work. Every one is tested across your sites and network together.
- “Can this site cope with higher volumes without service slipping?”
- “How much headroom do we really have for peak?”
- “When will we need more space to keep up with our growth plan?”
- “What would a new DC do to cost and service across the network?”
- “Which site runs out of capacity first on our five-year plan?”
- “Do we need a new DC, or can we extend shifts?”
Bring us your question →
How it works
One live model of your operation, with an AI agent that runs the scenarios and explains the results.
One live model of your operation, with an AI agent that runs the scenarios and explains the results.
One live model of your operation, with an AI agent that runs the scenarios and explains the results.
Step 1
Connect
Step 2
Model
Step 3
Experiment
Step 4
Decide
A dedicated Kallikor team works alongside yours
Simulation engineers and supply chain specialists build your model, work through the first decisions with your team, and help your people run their own.
Customers
“Working with Kallikor [....] gives us greater confidence in the choices we make and how they will perform in practice.”
Adam Hoccom
Director of Supply Chain, Primark
“Working with Kallikor [....] gives us greater confidence in the choices we make and how they will perform in practice.”
Adam Hoccom
Director of Supply Chain, Primark
“Working with Kallikor [....] gives us greater confidence in the choices we make and how they will perform in practice.”
Adam Hoccom
Director of Supply Chain, Primark
“It’s an absolute gamechanger to have the ability to visualise a change that you are considering making to your supply chain, and to go into the future and actually see it.”
Ross Eggleton
Former Group Director: Logistics, Supply Chain & Technology, Morrisons
Resources
