How the IOTx overlay answers each problem raised in the Capital Catering discovery, with the surface that proves it. Operating cycle Friday, 21 August 2026.
Untouched. IOTx reads, never overwrites.
Where variance becomes owned work.
Role-based, action-first, evidence-linked.
What the overlay is accountable for delivering against the discovery baseline.
Coordination hours recovered
Rework reduction target
Report assembly removed
Late deliveries
Open the linked surface to see the capability working on live demo data.
Task ownership and status are not visible without asking
Evidence: 70% of staff time spent chasing updates and making status calls
Open EX-2008 escalation evidence
IOB flow engine assigns owner, backup owner and SLA to every task
Execution Board shows what is stuck and who owns it, with escalation countdown
Decision numbers are manually assembled from multiple sources
Evidence: Management spends ~20 hours per month preparing reports
Open demand-to-cash evidence drawer
Canonical operational data model plus GLASS visibility dashboards
One number, one definition, one timestamp across every role view
The same information is re-entered across disconnected tools
Evidence: Attendance re-keyed across Sheets, WhatsApp, ERP and paper
Open next-best-action evidence
Signal capture connectors with source, timestamp and confidence
Manual re-entry volume visible and falling per source system
Work execution is coordinated informally and re-planned during the day
Evidence: Mid-day replans driven by WhatsApp and verbal handoffs
Open EX-2006 plan feasibility evidence
Versioned production plan with mandatory change reason and approver
Plan version history shows every change, reason and impact
Operational completion and billing are loosely connected
Evidence: Delivered work sits unbilled; disputes surface weeks later
Open EX-2005 billing-gap evidence
Completion-to-invoice reconciliation on the same evidence chain
Delivered-but-unbilled and cash leakage visible daily
Scheduling depends heavily on one person's spreadsheet
Evidence: Planner absence causes disrupted work plans and customer embarrassment
Open EX-2006 plan feasibility evidence
Shared planning workspace with named backup owner and audit trail
Any planner can resume from the published plan version
Ward attendance and diet data reaches the kitchen late
Evidence: Final attendance and diet data changes at the last minute
Open EX-2002 late-change evidence
Demand lock windows, freshness scoring and change-impact analysis
Late changes are priced in meals, materials, capacity and dispatch
Wrong data and miscommunication create meal-count errors
Evidence: ~20% of orders require rework or correction
Open RW-701 expected-vs-actual evidence
Expected-vs-actual engine with root-cause tagging
Pareto of causes; corrective actions tracked to closure
Approximately 500 productive hours are lost per week
Evidence: Coordination overhead across 500+ employees and 20+ locations
Open capacity-at-risk evidence
Exception-based management replaces status chasing
Capacity hours at risk tracked live on the Command Centre
Approximately 20% of deliveries are late
Evidence: Loads not ready by cut-off; site confirmation missing
Open EX-2004 dispatch proof evidence
Dispatch readiness board and route risk with acknowledgement SLA
OTIF measured per Emirate, per route, per site
Stock accuracy is patchy
Evidence: Inventory confidence below 60% on several materials
Open EX-2017 shortage evidence
Inventory intelligence overlay with confidence and freshness per metric
Shortage risk exposed before the plan is locked
Supplier delays affect production weekly
Evidence: PO ETA slips hit locked plans at Dubai and Al Ain
Open EX-2001 supplier delay evidence
Supplier disruption rule links PO events to affected plans and sites
Expedite, substitute or replan decided with owner and due time
Finance and cash visibility are delayed
Evidence: Finance view is monthly; disputes discovered late
Open EX-2005 billing-gap evidence
Completion-to-billing gap rule with receivables ageing
Cash leakage and DSO exceptions surfaced within the operating cycle