TSN was built for the US telecom industry — addressing a problem that companies like AT&T, T-Mobile, and Goodwill Network faced managing parts inventory across thousands of tower sites nationwide. The BOM reprioritization engine we designed — which automatically reallocates inventory across all affected orders when priorities change — was subsequently awarded US patents.
Telecom companies like AT&T and T-Mobile operate thousands of cell towers across the United States. Each tower requires maintenance, upgrades, and repairs — all of which need specific components. Those components are stocked in regional warehouses.
The problem: each regional team operated in isolation. A warehouse in Texas had no visibility of what was sitting in a warehouse in Arizona. A field team that needed parts would raise a purchase order — even if the same parts were sitting unused 200 miles away in another location.
The result was systematic waste — duplicate procurement, inflated inventory levels across the network, delayed projects waiting for parts that were already in the system, and no way to know when a high-priority project could safely borrow inventory from a lower-priority one.
TSN's core was a BOM-driven inventory system that knew where every part was across the entire network — and could make procurement decisions automatically based on proximity, availability, and order priority.
All three decisions happened automatically — triggered by project creation, with no human involvement required on the standard path. The field teams received their parts through the most efficient channel without needing to coordinate between regional operations.
The procurement logic was valuable. The reprioritization engine was extraordinary — complex enough that the underlying methods were awarded US patents.
Most inventory management systems know where stock is and how much of it there is. TSN's reprioritization engine went further — it understood the dependencies between orders, the commitments those orders had made, and the cascading effects of changing any single order's priority.
The complexity that made it patent-worthy was the simultaneous calculation: when Order 4 gains priority, the system doesn't just give it the inventory — it recalculates the implications for every order in the system, identifies which ones can absorb the impact, determines the most efficient way to source what can't be reallocated, and executes all of this without any intermediate human decision.
The business impact was significant — duplicate procurement eliminated, project delays reduced, and regional teams freed from the coordination overhead that had previously consumed significant time.