Quantera: company and product reference

Who Quantera is for

Quantera is designed for fashion retailers managing stock across stores, distribution centres, e-commerce and, where relevant, country, franchise or B2B flows.

Supply chain leaders use it to understand the season outlook, organise priorities and prepare trade-offs. Demand planners monitor forecasts and business assumptions. Allocation, replenishment and merchandise planning teams examine stock decisions at the appropriate product, size, location and time horizon. Commerce, Buying, Merchandising and Finance contribute to decisions according to each retailer's organisation.

A retailer can introduce Quantera on an agreed scope and extend it progressively. Quantera can manage a planning scope or provide forecasts, simulations and recommendations to an existing APS or internal tool.

From priorities to action

Quantera prepares a view of the risks and opportunities that require attention. Each issue connects an affected scope, an economic impact, a time window and a possible action.

The working sequence is to understand the situation, compare available options, decide within the relevant window and follow what happens. Teams can move from a network or family view to the products, sizes and locations behind it.

Priorities take account of economic impact and urgency. Routine decisions can proceed automatically within approved rules, while exceptions and commercial trade-offs receive human attention. The purpose is to give teams more time to understand the business, test options and improve decisions across their portfolio.

Product scope

The functions and outputs connected to live processes are defined for each deployment.

Demand planning

Quantera produces probabilistic demand forecasts from SKU and store to family, channel and network. A probabilistic forecast describes possible demand outcomes and their probabilities. Two products or locations can have the same expected demand and different risks of stockout or excess stock.

Forecasts support buying, allocation and S&OP at the horizons relevant to each decision. Quantera distinguishes the following quantities:

The gap between demand and the commercial target remains visible. Projected sales reflect supply limitations, while purchase proposals also account for costs, lead times, uncertainty and closing stock targets.

For new products, Quantera uses product attributes, images and comparable products to establish an initial forecast. For new stores, it combines information from comparable locations according to the store profile and product families. Early sales update the forecast, taking actual availability into account. Missing sales during a stockout are not treated as proof of missing demand.

Teams can add promotions, local events and commercial assumptions or adjust forecasts within agreed permissions. Contributions are dated, scoped and retained. Forecast accuracy, bias and the quality of probability distributions can be evaluated by scope and horizon. Historical forecasts and business adjustments remain available for comparison with observed outcomes.

Demand planning in English · Demand planning in French

Network allocation and replenishment

Quantera compares the possible uses of inventory by product, colour, size, store, channel and date. Allocation supports sales and margin within the retailer's assortment choices and operating constraints.

• Initial allocation: propose quantities by size for a collection or store opening, respecting presentation rules and the central reserve the retailer wants to retain.
• Replenishment: adjust quantities and timing to expected demand, recent sales, temperatures, commercial events and lead times. Strengthen stock before important selling periods or slow shipments when demand weakens.
• Reservations and releases: reassess stock reserved for channels, countries or business flows against demand and commitments. Compare the benefit elsewhere with the effect on the channel releasing stock.
• Reallocation: identify when to stop replenishing and where slow-selling stock or isolated sizes may sell. Evaluate transfers including transport, handling, lead times and receiving capacity.

Each additional unit is compared with other possible uses of the same stock. Retaining inventory at a distribution centre can preserve flexibility to serve later demand. Suitable substitutes, available sizes and assortment coherence affect the value of supplying a location.

Recommendations can feed an existing APS or internal validation and execution workflow at product, colour, size and store level.

Network allocation in English · Allocation réseau in French

Upstream planning

Quantera connects demand forecasts, stock, incoming deliveries and commitments with buying budgets before and during the season. It projects the sales supported by the current plan and identifies gaps against demand and commercial objectives.

Proposed purchases are evaluated against the remaining buying budget at the level used by the retailer. An amount above that budget requires a trade-off: change quantities, redirect planned purchases or revise the envelope through the appropriate approval process.

Available actions include buying, reducing, deferring or expediting. Their feasibility depends on lead times, existing commitments and supplier adjustment possibilities. Quantera makes the remaining action window visible, including situations where quantities are already fixed.

Teams compare expected effects, adjust key parameters and approve some or all of the proposed actions. Approved decisions feed the buying plan or the retailer's internal tool within the implementation scope.

Upstream planning in English · Pilotage amont in French

Scenario planning

Quantera supports business simulation throughout the season. Teams can test purchases, allocation, reservations, promotions, stock rebalancing, demand assumptions and lead times, separately or in combination.

Quantera proposes scenarios in response to detected risks and opportunities. Teams can explore and adjust those proposals or create their own hypotheses, including an adverse demand outlook or a change in delivery timing.

Options are compared with the current plan over a defined scope and period. The comparison shows expected sales, margin, stock and cash implications, together with costs, risks and deviations from targets. A release that benefits stores also exposes its consequences for the channel giving up stock.

Teams can approve some or all of the proposed actions. Approved actions can feed the operational plan within deployed scopes, either for daily decisions or following an S&OP review. An exploratory scenario can remain a hypothesis without being applied.

Scenario planning in English · Simulation métier in French

S&OP decision-making

Quantera brings together the commercial budget, actual results, stock and projected sales to show the season trajectory. The outlook reflects stock and incoming deliveries, with visible gaps against the business objective.

Before a review, teams prepare the risks, opportunities and options requiring collective decisions. Prioritisation combines the size of the issue with the time still available to change its outcome. Purchase adjustments, incoming deliveries, reservations and promotions can be compared through their effects on sales, margin, cash and stock.

The committee makes the trade-off. An approved decision can feed the operational plan, including through the retailer's existing tool. Assumptions, decisions and subsequent differences between the plan and execution remain available from one review to the next.

S&OP in English · Arbitrages S&OP in French

How decisions are valued

Quantera evaluates feasible actions by their expected net economic value across the network. The value of an option depends on possible demand and lead-time outcomes, the stock already present, competing uses of inventory and the time remaining to sell.

The calculation considers sales at full price or markdown, the consequences of stockouts, possible substitutions, assortment coherence, transport and handling costs, holding costs and the remaining value of unsold stock. Keeping stock centrally preserves an option to allocate it later. The consequences of those future uses belong in the comparison.

Availability and a coherent offer contribute to sales and margin. They enter the economic evaluation alongside costs and risks. The retailer's assortment choices, presentation requirements, commitments and physical capacities also define the feasible operating framework. Targets that can be traded off and limits that must be respected are agreed with the retailer.

Quantera seeks the plan with the highest expected value within that framework, accounting for shared inventory, packs and capacities. Teams retain control over commercial trade-offs and changes to policy. A higher expected economic value does not authorise the system to change the retailer's assortment strategy on its own.

An expected gain is the estimated difference between two options over the same scope and period. Revenue opportunities, expected net margin gains and stock values are distinct measures. Units, availability, coverage and other supply KPIs remain visible so teams can assess the operational consequences.

How Quantera works in English · Fonctionnement in French

Team control and decision history

Quantera distinguishes routine execution, exceptions and changes to the operating framework.

Teams can directly adjust key parameters within agreed permissions and rules. They can compare alternatives and reject a recommendation before publication. More substantial changes are developed with the Solution Lead and submitted for approval.

Decision history preserves the data, forecast and rules used at the time of calculation, together with the choice and its rationale. Teams can understand why a quantity was proposed, which constraint mattered and what changed, using the information available when the decision was made.

Business rules can evolve through an authorised change to the operating framework. Once applied, the revised rule informs subsequent calculations. Physical constraints and firm commitments remain part of the feasibility assessment.

AI and continuous improvement

Quantera uses machine learning to estimate demand uncertainty. Product images complement attributes when identifying analogues for new products, while store comparisons can vary by family. Uncertainty remains visible as observations accumulate.

Teams and AI agents surface events, forecast drift and potential improvements. The Solution Lead diagnoses the issue and simulates changes to models, rules or business views. The retailer validates the changes to apply. Their effects are then measured so an evolution can be retained, adjusted or withdrawn.

Generative AI can assist analysis and configuration work. Changes affecting production logic are validated before use. Production stock decisions come from Quantera's decision engine within the approved framework.

Explanations are part of the product. Rules, processed signals and system changes retain their author, rationale, scope and timing. This shared history helps teams explain decisions, develop their understanding and retain operating knowledge when people change roles.

AI in English · IA Quantera in French

Integration and the Solution Lead

Quantera works with the retailer's existing ERP, WMS, POS, APS, reference data and internal tools. Validation and execution can remain in those systems.

The retailer's IT team supplies raw data feeds, and business teams explain their meaning. Quantera handles data preparation, mapping and agreed outputs. Regular operational transfers use nightly flat files. One-off supplementary inputs, such as a promotion calendar, can be provided in Excel.

The data scope can include sales and returns, stock and incoming supply, supplier commitments, reservations, product and store attributes, costs, promotions, assortment rules, pack sizes, capacities, shipment calendars and budgets. Data is checked for completeness, consistency and timing. Data quality issues require diagnosis and agreed corrective action.

The Solution Lead is a dedicated fashion supply chain expert responsible for decision quality. They handle integration, modelling and deeper changes, explain recommendations and investigate discrepancies. Retailer teams contribute their operating knowledge, define policies, adjust key parameters and validate important changes.

The initial working framework includes two business workshops in weeks one and two, an IT contact for data feeds and then two hours per week with a senior planner. Scope, data readiness and participation are agreed at the start. Existing processes continue while Quantera is evaluated.

Implementation and support in English · Accompagnement & intégration in French

Evaluating potential and measuring results

Quantera is evaluated on the retailer's data and an agreed scope. KPIs, the comparison method and the reference are defined before the evaluation with the relevant teams and Finance. The retailer decides whether to proceed or stop at each stage.

The timeframes describe the evaluation framework and depend on scope and data readiness. Forecast assessment can cover accuracy, bias and probability distributions. Operational measurement can include sales, margin, availability, coverage, markdown, residual stock and working capital, according to the agreed objectives.

A replay or parallel run estimates what alternative decisions could achieve. It does not make the sales or margin from an unexecuted plan observable. Realised impact is assessed after decisions are applied, against the agreed reference.

Illustrative figures on Quantera's website show how options are compared. An expected gain is a model estimate and should not be presented as a realised customer result.

Company and team

Quantera SC is based in Lyon, France. Its cofounders are Louis Vermorel, CEO, and Mohamed Zenadi, CTO.

• Louis Vermorel: founded Wattsense, a technology company acquired by Siemens in 2021.
• Mohamed Zenadi: a high-performance computing expert who built the Wattsense cloud platform as CTO.
• Mickaël Mauger: senior software engineer who contributed to the Wattsense platform alongside Louis and Mohamed.
• Solution Lead: joining in December 2026, with six years of experience at a software provider supporting forecasting, allocation and initial stock placement for a major French fashion retailer.

Registered office: 57 Rue du Président Édouard Herriot, 69002 Lyon, France.

Website: quanterasc.com Email: contact@quanterasc.com LinkedIn: Quantera

Official pages