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Direct Support · 06

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Supply Chain

The warehouse is full; the item you need is not there.

Starting point
Introductory meetingWe clarify the need and the scope together.
Scope
As neededA single product group, or the whole chain from demand to delivery.
Outcome
Decision reportRanked findings and recommendations.

When interest rates are high, inventory is money sitting on a shelf; missing inventory is a lost order. As lead times lengthen, companies build stock as a precaution and then pay the interest on it. We look at where the chain breaks: in demand, in planning, in purchasing, in the warehouse or on the road.

The symptoms that bring companies to us

  1. 01

    The warehouse is full, but on shipping day the item you need is missing.

  2. 02

    Sales gives one number, production works to another; the plan is redone every week.

  3. 03

    Supplier lead times have lengthened; stock grew as a precaution and its interest comes out of cash.

  4. 04

    Purchasing chases the lowest price; another department pays for the delays, returns and rush orders.

  5. 05

    Freight and surcharges eat into profit before they reach the price; delivery dates promised to customers are missed.

  6. 06

    Slow-moving stock has sat on the same shelf for years; no one makes the decision to clear it.

Two starting points

If inventory and cash are tight

Inventory first: we separate where money is tied up from where service falls short, and identify quick relief.

If you are rebuilding the chain

Before a new supplier, warehouse or market, we check whether the chain can carry the load.

How it works

  1. SymptomInventory, order and delivery records, plus interviews on site: what is said, what is recorded, what actually works.
  2. MechanismThe decisions and habits behind the number: where the problem starts between demand, planning, purchasing and shipping.
  3. Root cause and decisionRecommendations ranked by importance and urgency, each with an owner and a timeline.

The questions we answer

  • How much money is tied up in inventory, and how much of it is forgotten stock rather than stock waiting to be sold?
  • Whose number is the demand forecast, and do sales, production and purchasing work to the same plan?
  • Does supplier selection weigh delivery, quality and payment terms alongside price?
  • How often is the delivery promise to customers kept (OTIF), and who pays when it is not?
  • Which critical items depend on a single supplier, a single route or a single currency?