Your partner in accelerating supply chain transformation.

Centralised vs distributed operating model

Decide which supply chain decisions belong at group level and which are best made close to markets and sites. Combine scale benefits with local responsiveness.

Decision rights and governance forums

Define ownership, escalation paths and meeting cadence across functions and business units. Speed up decisions and resolve trade-offs between sales, operations and finance.

Service channel optimisation

Assess distributors, merchants and direct sales by customer segment and market. Build a channel mix that reaches customers at the right cost-to-serve without eroding margin or control.

Service differentiation

Design segmented service offerings around the lead times, flexibility and support each customer group values and is willing to pay for.

SLA structures

Build measurable, commercially sound service level agreements that operations can deliver. Align customer expectations with supply chain capability and reduce disputes.

Make-to-order, convert-to-order or make-to-stock

Choose the right production and fulfilment policy for each product and customer. Balance lead time, inventory and asset utilisation through the right decoupling point.

Make vs buy

Evaluate which products, components and activities to keep in-house or source externally, considering total cost, capability, risk and strategic control.

Production and converting site locations

Determine where mills, plants and converting sites should serve markets over the long term. Combine cost-to-serve modelling with capacity, raw material and customer proximity.

AI and methodology ambition

Set a realistic ambition for Lean maturity, AI and advanced analytics in operations. Prioritise a roadmap that builds capability step by step rather than chasing technology for its own sake.

Creating competition

Identify and develop alternative suppliers to reduce dependence on a single vendor's terms. Build credible competition on price, quality and responsiveness.

Tender strategies

Design category-specific tender processes, from simple requests for quotation to multi-round negotiations and long-term framework agreements, to secure better terms and a stronger supplier base.

Sole and single sourcing

Where sole or single sourcing is necessary or chosen, establish clear contracting, performance follow-up and risk management to keep dependencies under control.

Service network design

Design stocking points and inventory positions to deliver the target service level at the lowest total cost, accounting for demand patterns, lead times and transport options.

SKU classification

Classify stock-keeping units by volume, variability and margin, and define a stocking policy for each class. Use the analysis to improve service, inventory turns and portfolio decisions.

Partnerships vs spot

Decide which transport and warehousing volumes need long-term partnerships and which are better bought on the spot market. Balance capacity security with competitive cost.

Transport mode strategy

Evaluate road, rail, sea and intermodal options for your flows, weighing cost, lead time, reliability and CO₂ emissions.

Warehouse location strategy

Determine how many warehouses are needed, where they belong and whether they should be owned or outsourced. Link the network directly to the service promise and total logistics cost.

Tactical planning redesign (SIOP)

Design or relaunch Sales, Inventory and Operations Planning so one agreed plan steers sales, production, procurement and finance. Align service and inventory decisions with a reliable 12–24 month outlook.

Operational planning redesign

Redesign short-term production scheduling, order promising and replenishment. Reduce disruption and firefighting while improving delivery reliability and asset utilisation.

Demand planning and forecast accuracy

Combine statistical forecasting with commercial insight in a structured demand planning process. Improve forecast accuracy to reduce stock-outs and excess inventory.

Supply chain KPI framework

Define a compact set of KPIs, targets and reporting routines linking daily operations to financial results. Keep performance improvement visible after the project ends.

OEE and Lean improvement

Raise overall equipment effectiveness through loss analysis, standard work and Lean methods. Improve output from existing assets to help defer or avoid capital investment.

Variable cost reduction

Identify savings in raw materials, energy, freight and other variable costs through recipe, specification and process optimisation. Quantify, prioritise and track savings to the bottom line.

Fixed cost reduction

Benchmark and reshape organisation, maintenance and overhead costs. Build a leaner structure while protecting capabilities critical to the business.

Logistics optimisation

Analyse freight, warehousing and handling costs lane by lane. Find savings through load optimisation, routing, carrier management and renegotiation.

Procurement savings programme

Run category-by-category programmes combining specification review, demand management and supplier negotiations. Validate results jointly with finance.

Inventory reduction

Release cash tied up in raw materials, work-in-progress and finished goods through better policies, planning parameters and SKU rationalisation, without compromising customer service.

Payment terms and supplier-managed inventory

Review customer and supplier payment terms and assess consignment stock and vendor-managed inventory. Improve cash flow while keeping supplier relationships healthy.

Recycled fibre and material flows

Optimise the collection, sorting, quality and use of recycled materials such as paper for recycling. Lower raw material cost, secure supply and support recyclability commitments.

Supply chain emissions reduction

Map and reduce Scope 3 emissions in logistics and sourcing through mode shifts, network changes and supplier engagement. Include emissions alongside cost and service in the business case.

Synergy identification and valuation

Identify, quantify and validate synergies in procurement, production, logistics and inventory before and after a transaction. Support deal valuation and set clear integration targets.

Post-merger supply chain integration

Plan and lead the integration of supply chains, sites and planning processes after a merger or acquisition. Capture synergies while protecting customer service through the transition.

Carve-out and separation planning

Design the future operating model for a divested business and plan the separation of shared sites, systems, contracts and people. Prepare the unit to operate independently from day one.

Transitional service agreements (TSA)

Define the scope, pricing and exit plan for services the seller continues to provide after closing. Protect both parties and keep separation on track.

Capacity consolidation and site closures

Prepare and execute capacity consolidation, site closures and production transfers. Plan customer transfers, stock build-up and ramp-up to protect service and revenue.

Planning system selection and implementation

Define requirements, select and implement planning systems — including APS, ERP and SIOP tools — that fit your processes. Design the process first so technology delivers business value.

Supply chain organisation design

Design the organisation, roles and competence profiles needed for the chosen operating model. Build capability and coach teams so new ways of working stick.

Interim supply chain leadership

Provide experienced interim leadership for supply chain functions or transformation programmes during critical periods. Bring senior, hands-on capability without a long recruitment process.