Proof, not promises.

Items fall off replenishment quietly. A store stops ordering: a de-trait, a reset, a forgotten rollback. Nobody calls. The item's sales go to zero in that store and stay there, and the loss hides inside a healthy-looking total.

The platform runs the loop. Every alert names the owner, the single Walmart setting to fix, and the ask to send. Then the comeback watcher tracks whether the store actually starts selling again.

Why a buyer believes the number. The attribution is gated and argues against itself. A comeback that predates tracking is excluded. A comeback Walmart drove on its own is credited to Walmart. If the ask was flagged but never sent, no credit. What survives all three gates is the only number we put our name on. The other $183K stays on the board as watched, not claimed, which is exactly why the claimed number survives scrutiny.

In May, Walmart expanded a link pack from 232 stores to nearly 1,000, overnight. On paper every new store was fully set up: traited, valid, ready. But only 238 stores were selling. Roughly 750 brand-new points of distribution had no product flowing. No angry call comes for that. The item simply posts zero-dollar weeks in stores Walmart just granted, and those weeks sit on the item's scorecard at the next review.

The platform named the lowest broken rung. Not the trait, not the valid flag: store flow. Replenishment had never activated, so GRS built no auto-order and DC stock sat. The bandaid was a velocity-weighted DC push, capped at order-up-to. The durable fix was activation.

And it shows up in Case Study 1: $12K of this DC-push recovery is already banked in the captured tracker, same loop, same gates.

A client texted a question at 9:27am: why does the review page say the rollback is working when sales are down versus last year? By mid-morning the platform had reconciled every number on the page.

The rollback bought volume, not money. The 36oz dropped from $10.12 to $8.98 and units responded, up 18 percent per store. But margin dollars per store fell 34 percent, roughly $27 to $17 a week. The control: six weeks earlier the same brand raised the 12oz from $3.54 to $3.87. Units held, up 1 percent per store, and margin dollars per store rose 39 percent. Same shelf, both directions, measured the same way.

Why a merchant says yes. The margin in these numbers is the retailer's own economics on the item, the same lens their merchant applies at line review. Restoring price is not a supplier favor.

A pack conversion re-keys everything. When an item moves to a new size, Walmart issues new item numbers, and the old item's demand history does not automatically follow. GRS starts the successor nearly blind.

The outgoing pack sold 27 units per store per week, every week, across 223 stores: months of proof. Its successor was keyed at 12. GRS orders to the forecast, so stores were stocked for 12, sold about 10, and the low sales then confirmed the low forecast at the next review. Nothing looked broken. The new item was set up, stocked, and selling. Only the side by side with the predecessor showed the launch running at less than half its proven demand.