Ecosystem Partner

Oii.ai helps organisations make better supply chain decisions in an uncertain world. Its platform, Goldiilocks, was built to address a long-standing challenge in supply chain management: the trade-offs between service, cost, and cash.

Rather than relying on static forecasts and historical averages, Oii.ai uses probabilistic AI and a digital twin of the end-to-end supply chain to model uncertainty itself. This allows leaders to explore what could happen under different conditions and understand the real impact of decisions before committing to them.

By making trade-offs visible, measurable, and explainable, Oii.ai enables organisations to move beyond reactive planning and make more confident, resilient decisions, even as conditions continue to change.

In-person meetings

Plenary / panel / enabler sessions

None upcoming.

Capability-focused roundtable discussions

Cost-to-serve transparency & dynamic scenario modelling

Do you know your major cost drivers well enough to act on them, or well enough to describe them in a deck?
Where does cost-to-serve visibility currently sit, and is that the right place for it given the decisions it's meant to inform?
What would dynamic scenario modelling actually change about a decision you're facing, versus what would it just confirm?
How do you avoid building a more sophisticated model that nobody outside finance and supply chain ever looks at?

November 12, 2026

Autumn 2026 Meeting

Online sessions

You have the cost-to-serve analysis. You know what it's pointing to. So why hasn't the organisation moved — and what would it actually take to turn that insight into something people commit to acting on?

Where cost-to-serve analysis tends to stall after the initial insight — and whether the obstacle is usually timing, stakeholder alignment, or something else
Where analysis stalls rather than moves organisations — what is usually missing and why
How to frame the gap between current performance and potential in terms that Finance and the exec can act on rather than defer
What decision confidence actually requires, and how to build it when the data you have is imperfect
How peers have managed the tension between analytical rigour and the need to create forward momentum
What it actually takes to use CTS analytics without a full data migration — and how to address the concern that existing tools should already handle this
Where decision intelligence tools have changed the conversation — and where the limiting factor was never the technology

Perspectives

Are Service Cost and Cash Really a Trade-Off — or a Planning Myth?

JP Doggett & Uzair Bawany

The trade-off between service, cost and cash is widely accepted in supply chains. This article challenges whether it is truly unavoidable, or a consequence of how planning decisions are framed.

Why Supply Chain Planning Keeps Failing — Even When “Nothing Is Broken”

JP Doggett & Uzair Bawany

Many supply chains appear stable but rely on planning assumptions that no longer hold. This article explains why average-based planning struggles in volatile environments and why failure often goes unnoticed.

People

People supporting decision-support from this Ecosystem Partner

Uzair Bawany

Chief Executive Officer

As CEO of Oii, I lead with a strong belief that trust, transparency, and people are the foundation of scalable success. My management style centres on empowering teams through delegation, active listening, and creating space for thoughtful decision-making.

Guided by our core values; I focus on setting clear direction on strategy, culture, and execution so Oii can scale with alignment and long-term impact.

Our patented tech truly can change the way supply chains are run and managed. In fact, we are so confident of our tool’s impact, that we offer clients a no-obligation co-invest commercial model , to give them Proof of Value (POV) before commitment to anything.

BestPractice.Club

Oii.ai

Current collaborations