Supply Chain Visibility
Nobody finds out about a supply chain problem early. They find out when the line stops, or when a customer calls about an order that was supposed to ship Tuesday. The signal was usually there days before — a purchase order that never got acknowledged, a container sitting at a port, a supplier who went quiet. But the signal was sitting in a system nobody checks on a Thursday afternoon, next to nine hundred other rows that were fine.
Skynet closes that gap by connecting to the systems where the signals live and keeping them in one memory. An agent reads across all of it, knows what normal looks like for each lane and each supplier, and speaks up when something drifts. Not a dashboard you have to remember to open — a message that finds you.
How it works
Connect the systems that hold the truth
Point Skynet at your ERP, your inventory system, your carrier portals, and the supplier threads in your inbox. It builds unified memory across them, so an agent can see a PO, its shipment, and the email where the supplier mentioned a two-week delay as one connected story.
Define what counts as a disruption
Normal is different for every lane. Tell the agent what matters to you: a PO unacknowledged past three days, a shipment that has not scanned in a week, a supplier whose lead time is creeping. You set the thresholds; the agent applies them across everything, continuously.
Get told, not buried
When something crosses a line, the agent surfaces it where you already work — a Slack message, a short brief in your workspace. It leads with what changed, which orders and customers are exposed downstream, and what it found in the underlying records.
Act on it with a person in the loop
The agent can draft the chase email to the supplier, propose a reallocation, or open the task to expedite. You read it, adjust a line, approve. It does the tracing and the typing; the call stays yours.
Build it from a prompt
You describe the watch you want kept, once.
What you get is lead time on bad news. The disruptions do not stop happening, but you stop learning about them from the customer. Most of what an operations team does well is possible only when it starts early enough, and this is the part that makes early possible.