What changed for clients.

₪15M (~$5M) first-year savings · EBITDA up 10% · 12 months

Both numbers were measurable in the P&L within those 12 months.

About 40% fewer backorders · Up to 39% more daily output at critical steps · Quarterly revenue commitments supported

The site now runs a daily routine that finds the next constraint and removes it before it turns into a late order.

$1M saved in validation batches · Second construction phase deferred · 30% above the previous capacity estimate (modelled)

The capacity already existed. The client's team kept the model afterwards, for the next decision.

Signed continuity plan · Alternative manufacturing routes defined · Recovery actions and owners assigned

Leadership signed a recovery sequence, ready to activate, for the risks the company already knew it had.

99% inventory accuracy (physical count), maintained after handover · 75% fewer picking errors

The client's own team runs the floor today.

First BLA filed on the planned date · Six functions run on one integrated plan

When a result came in late, it reached the right owner in time to act, because one programme office owned the links between the plans.

Manufacturing partner selected · About 50% below the incumbent's cost for the same scope · Transfer, validation and supply terms defined

Capability gaps came to light before the award. Factory cost was shown separately from the commercial additions, so leadership could see what made up the price it chose.

$20M three-year savings plan approved · Production moving from Europe and the US to Asia · Tariffs and commercial flows built into every site decision · Thousands of SKUs under one transfer method

The first savings are already in the results.

End-to-end COI/COC process designed and implemented in SOPs Opyflow wrote · 14 integrated test cases run by an external validation company · System transactions, labels and physical handovers tested together

Identity and custody checks are now part of everyday work on the site.

About ₪6M (~$2M) lower contracted logistics cost over the five-year contract, around 20% · Contract signed, model running · Three providers evaluated, two finalists · One partner running logistics for the plant

The partner, based in the plant's region, holds inventory and supplies the plant on a fixed rhythm. Kitting, packing and returns have moved off the production floor to the partner.

Supply chain assessed end to end · Critical partner dependencies identified · Recommendation to proceed delivered

The assessment identified internal knowledge gaps and a critical external dependency. Opyflow recommended proceeding, and the acquirer proceeded.

Two hours saved per batch, on the first production day · 45% of observed operator time spent waiting (baseline) · Hundreds of individual items consolidated into a small set of kits

Materials reach operators in the order the process uses them, which cuts the time they spend waiting.

Pilot line built to the design, 15,000 units a year · Volume production routed to a contract manufacturer · Scenarios to 1.5 million units kept as expansion options

The make-or-buy criteria pointed to the contract-manufacturer route. Each larger step is released only when real volume justifies it.

16 staff-hours per batch for QA documentation alone (modelled, lower estimate) · Lab staffing and shift coverage set on the modelled hours · External tests reviewed for bringing in-house

A change in volume or in how long a task takes appears in the resource plan first, ahead of any effect on the floor.

Design approved by all stakeholders · Kanban and min/max replenishment specified · Dedicated logistics role defined

The design gives material movement its own owner, who runs it as a service to production. The plant is under construction.

Day-1 on time · No operational delays · The quarter's sales delivered

From the first day, the combined business read as one company.

Buffer rules set for 200 raw materials · Testing and release built into replenishment timing · Review ownership and exception rules defined

Readiness for fivefold growth assessed · 56.1% of paid time on sellable units (baseline) · Scale-up roadmap adopted by leadership