An EOL or PCN notice tells you a part is changing. It does not tell you which programs depend on it, whether it can still be bought through authorized channels, what it costs today, or what engineering intends to do about it.
PCNshark connects the lifecycle event to the products that depend on the part, the sourcing conditions it can still be purchased under, the alternatives engineering is evaluating, and the decision your organization records — one shared component record instead of a forwarded PDF and a thread.
Available on Starter and Team. A payment method is required.
PCNshark organizes lifecycle-risk context and the response workflow. Sourcing, engineering, quality, and program owners make the commercial and technical decisions — and purchasing happens in your procurement tools, not in PCNshark.
When a component goes NRND or EOL, the notice is the beginning of the work, not the answer. Before anyone can commit to a last-time buy, an alternate, or a redesign, someone has to answer:
The notice answers almost none of these. Today the answers live in BOM spreadsheets, distributor tabs, engineering's heads, and old email threads — assembled by hand, per part, under deadline. PCNshark keeps them on one component record.
An illustrative discontinuation. One affected part, and the summary a sourcing team needs to rank it against everything else on the risk list. Illustrative data — part numbers, quantities, prices, and dates are invented examples, not live distributor data or a part's actual lifecycle status.
Illustrative data. One summary per affected component — exposure, deadlines, sourcing context, and the state of the evaluation — so a sourcing team can decide what to escalate first. Distributor figures are estimates refreshed on demand, not quotes.
For an affected part — and for each alternate candidate — PCNshark shows availability across roughly 15 distributors: stock, minimum order quantity, price breaks, estimated lead time, and whether the source is an authorized or independent channel, with a market median at 1k as a reference point. Refreshed on demand, whenever someone on the team asks. The rows below are illustrative data.
6,200 in stock · MOQ 100
$5.14 @ 1k (est.) · est. lead 32 wk
2,900 in stock · MOQ 250
$5.02 @ 1k (est.) · est. lead 40 wk
760 in stock · MOQ 1
$5.48 @ 1k (est.) · stock only, no factory lead reported
25,000 offered · MOQ 1,000
Price on request · independent-market offer — flagged as such, verify before relying on it
~15 distributors compared
Median $5.20 @ 1k (est.)
Distributor data, refreshed on demand. Pricing and lead-time information is decision context, not a purchasing quote — availability and prices change, and PCNshark does not guarantee either. Confirm terms with the distributor when you buy.
When the response may be an alternate, supply chain needs visibility into the evaluation — the current part, the manufacturer's recommended replacement, the candidate alternates, and the sourcing conditions for each — without asking for a status update. Engineering runs the evaluation; PCNshark keeps it visible. Values shown are illustrative.
A part number in a forwarded EOL email
STM32F407VGT6 — EOL, 11 BOMs, 5 programs, LTB June 30, 2027
Buried in the notice PDF
STM32H563ZIT6 — extracted from the notice itself
Someone's cross-reference spreadsheet
Spec-ranked functional candidates — top match 94% similarity, differing specs listed (Team plans and above)
Distributor tabs, one candidate at a time
18,420 in stock · MOQ 100 · $4.82 @ 1k (est.) · est. lead 14 wk — refreshed on demand
Search, download, lose, search again
Found and attached from available sources, or uploaded — kept on the record
A meeting outcome in someone's notes
Recorded on the part: who, when, old → new status, rationale, and source
Spec similarity is a prioritization signal, not qualification. Engineering owns alternate evaluation and qualification — PCNshark does not approve substitutions or certify a replacement as drop-in compatible. It keeps the evaluation, its evidence, and its sourcing context visible to everyone involved. Alternate recommendations are available on Team plans and above.
There is rarely one right answer, and the same notice can end differently per product. PCNshark does not choose a response — it centralizes the exposure, deadlines, sourcing context, evaluation status, and ownership so the team can choose deliberately and record why.
If on-hand and on-order stock covers remaining demand, record that conclusion — and the coverage assumption behind it — so the next person doesn't re-derive it.
The LTB deadline stays tracked against the open impact. Demand forecasting and the purchase itself happen in your own tools; PCNshark keeps the date, owner, and recorded decision connected to the part.
Engineering evaluates the manufacturer's recommended replacement or a spec-ranked candidate; sourcing sees the conditions each one can be bought under. Qualification and approval remain with engineering.
When no acceptable alternate exists, the exposure summary shows exactly which programs and BOMs carry the redesign — and the decision history shows why the other paths were ruled out.
Many PCNs alter a process, material, or site without form-fit-function impact. Acceptance is still a decision — reviewed, owned, and recorded rather than assumed.
Request clarification from the manufacturer, shift demand to another design, or close with no active exposure. Whatever the team decides, the record holds the what, who, and why.
PCNshark connects the lifecycle notice to your BOM exposure, sourcing context, and recorded decision. Discovery, forecasting, and buying stay in the tools — and with the distributors — you already use.
Bring lifecycle notices and BOMs together: see which programs depend on an affected part, the conditions it can still be bought under, what engineering is evaluating, and who owns the response — with the decision recorded on the component for the next time it comes up.
From EOL and NRND notices to BOM exposure, LTB deadlines, and a documented response.
Read →Manufacturer-recommended replacements plus spec-ranked candidates — qualified by your engineers.
Read →Lifecycle risk end to end: evidence, exposure, disposition, and decision history.
Read →What to pull out of a discontinuation notice before the deadline passes.
Read →Workflow descriptions are based on PCNshark's current production capabilities. Distributor stock, pricing, and lead-time figures are estimates refreshed on demand, not quotes or guarantees, and all example values on this page are illustrative. Responsibilities vary by company, product, and quality system.
