Shelly redefined warehouse location logic by layering financial intelligence over traditional criteria like size, weight, and FIFO/FEFO rules. Each slot was evaluated not just for capacity, but for its contribution to margin, incentives, and strategic value—factoring in rebate eligibility, dynamic margin uplift, cost-to-serve sensitivity, and premium service potential. This turned the warehouse into a financially aware asset grid, where every pallet drop triggered a 20-point optimization score.

During low-pressure Slack Shifts, Shelly deployed Digital Collaborators (DiCo’s)—smart agents on forklift screens—that monitored operator availability and launched targeted relocation missions to upgrade inventory placement. These missions ran smoothly without disrupting pace, and a Supervisor DiCo handled inventory updates to the AWMS via standard APIs, ensuring full system integrity while maximizing asset value.

1. Work Order Aggregation & Sequencing
   A DiCo analyzed all ERP-generated work orders and grouped them by shared attributes (chemical specs, width, dimensions, and color). It then created Shelly Work Orders—optimized sequences that minimized color changeovers by running from lightest to darkest. These internal work orders were invisible to the ERP’s, preserving their structure.
2. Shopfloor Execution Support
   A second DiCo guided operators through production reporting, material consumption, and time tracking—based on the Shelly Work Orders. This ensured accurate, real-time data captured without disrupting workflows.
3. ERP Synchronization
   A third DiCo mapped the completed Shelly Work Orders back to the original ERP work orders, ensuring that all production data was correctly reported—without requiring any ERP customization.

Shelly DiCo as a Trader Work Order Assistant.

Shelly deployed Digital Collaborators (DiCo’s) to reframe trading activity as “work orders”, similar to manufacturing operations. Each trade was treated as a unit of production, with measurable inputs, outputs, and costs.

Digital Collaborator Capabilities

• Work Order Logging: Every trade was tagged with metadata—trader ID, currency pair, volume, execution time, and channel.
• Cost Attribution: DiCo calculated execution costs (spread, slippage, fees), operational overhead (time, systems, compliance), and infrastructure usage.
• Margin Analysis: Net margin per kilo currency was computed, benchmarked, and visualized.
• Executive Dashboard: Real-time insights into trader efficiency, cost per kilo currency, and margin trends.

Shelly deployed and trained a Digital Collaborator (DiCo) that integrated directly into the shipping process. Upon scanning a product’s ID (barcode, QR code, etc.), the DiCo was able to:

• Calculate how many empty slots would remain in the final carton of the shipment.
• Identify high-margin products that the ordering customer had never purchased before.
• Check inventory levels of those products in the shipping warehouse.
• Guide the shipment preparer to select the most appropriate high-margin product to fill the empty slots.
• Update the shipment in the ERP system and notify relevant teams (inventory, sales, etc.).
• Send a respectful promotional email to the customer:
  “You’ll find a complimentary product in your shipment that we believe you’ll enjoy.”

Shelly deployed and trained a Digital Collaborator (DiCo) that integrated directly into the receiving process. Upon scanning a product’s ID (barcode, QR code, etc.), the DiCo was able to:

• Prompt the operator to input or scan the product’s manufacturing date, as required by the client’s supplier policy.
• Retrieve the product’s expiration date (DLUO) from the item ledger.
• Check current work orders that would consume the component.
• Assess existing stock levels.
• Analyze sales forecasts for products containing the component.
• Calculate the probability that the total stock—including the new delivery—would not be consumed before expiration.

Based on a risk threshold defined by the client’s leadership:

• If the risk of non-consumption was above the threshold, the DiCo instructed the operator: “Do not receive this container.” It then triggered internal alerts and blocked the transfer of ownership.
• If the risk was below the threshold, the DiCo confirmed: “Good to receive.” It notified relevant stakeholders, accepted the goods, and updated the ERP system accordingly.