Component allocation risk
The part that stops
your build is already
on your BOM.
You just don't know which one yet. We find it
before the board is frozen.
No commitment. Findings delivered whether or not you hire us.
The problem
Hardware slips on one line out of two hundred.
Not because the engineering is wrong. Because a single component turns out to be unavailable, and nobody saw it coming early enough to design around it.
Large companies absorb this with headcount. Under a hundred people, nobody owns it — and you're the smallest buyer in the allocation queue, so you're served last.
How it works
You send one BOM
A spreadsheet with manufacturer part numbers, your build volume and your target date. That's the whole ask.
We validate every line
House numbers, obsolete numbering and lines with no sourceable part behind them surface immediately.
Six dimensions, every part
Lead time, concentration, lifecycle, inventory depth, allocation history and substitution difficulty.
Named alternates, not warnings
Every flagged line comes back with a replacement and the specific engineering change it requires.
What we do
Three ways in.
Start with the assessment. Most teams do.
BOM risk assessment
Every line scored across six dimensions. Named alternates for each high-risk part, with the engineering change each one requires. Five business days.
Managed procurement
We run the buy on your accounts and your capital. Orders sequenced against the build calendar, suppliers chased weekly. You keep title to every part.
Fractional NPI
A program manager for the build cycle without the headcount. Weekly engineering cadence, written status every Friday, allocation managed through EVT to PVT.
The method
Six dimensions, scored the same way every time.
A risk without a remedy is just a complaint.
Lead time vs. build date
Measured against your actual schedule with margin — not against a catalogue number.
Sourcing concentration
Single source, single fab, single region. Where the chain narrows to one point of failure.
Lifecycle status
Active, not-recommended-for-new-design, or end-of-life. Free to avoid, expensive to fix.
Inventory depth
Stock across authorised distribution relative to what you need, at your volume.
Allocation history
Whether this family has gone on allocation before, and what happened to small buyers when it did.
Substitution difficulty
Drop-in, footprint-compatible, or requires a respin. This decides whether a flag is urgent.
← SCROLL OR DRAG →
Why us
Everyone else gets paid after it goes wrong.
Distributors sell parts. Brokers sell scarcity. Contract manufacturers bundle a markup into the build quote. We're the only ones whose fee doesn't depend on the shortage happening.
Paid at the moment you fail
The broker's margin is created by your shortage. The worse it gets, the more they make — and the parts arrive with counterfeit risk attached, because that's what the open market is.
Paid to make sure you don't
A stated fee against a stated scope, earned by catching the risk while your team can still act on it. Authorised distribution only. We never take title, so we never profit from scarcity.
Where this came from
It didn't come from market research. It came from watching program managers hoard constrained parts and trade them between builds, because no system existed to do it properly. ASM HASAN — FOUNDER
Years running new-product-introduction programs for consumer wearables — manufacturing DRI across PCBA fabrication, assembly and validation builds, owning sourcing and allocation for exactly the constrained categories this business exists to handle. Electrical engineering background, so the conversation with your EEs about second-sourcing is technical, not clerical.
Who this is for
Teams building real hardware without a supply chain function.
Start here
Send us one BOM.
We'll score it and tell you what we find. No charge, no commitment, and you keep the findings whether or not you work with us.
- Send the BOM as a spreadsheet with manufacturer part numbers
- Tell us your build volume and your target date
- Findings back within five business days