We help you remove avoidable cost and variability from day-to-day operations, and build the visibility needed to keep performance under control.
Executive overview
Improve transport cost, inventory, warehouse and planning performance, and give your teams the KPIs and dashboards to sustain it.
Most supply chains carry recoverable value in their daily operations: partially loaded trucks, premium freight to recover late orders, safety stock set years ago, warehouse layouts that no longer match order profiles and forecasts that planners override by habit.
We work on the ground with your planning, transport and warehouse teams to quantify these levers, prioritize them, standardize the processes that deliver them and set up the KPIs and dashboards that make performance visible to operations and leadership alike.
Business challenges addressed
- 01
Transport spend growing faster than volumes
Low load factors, expedited shipments and unchecked accessorial charges erode margins without being visible in standard reporting.
- 02
Inventory in the wrong place
Excess stock on slow movers coexists with stock-outs on key references, tying up working capital while service suffers.
- 03
Forecasts that teams do not trust
Disconnected sales, planning and operations processes lead to repeated manual overrides and reactive firefighting.
- 04
No single view of performance
KPIs are defined differently across sites and partners, so OTIF, lead time and cost-to-serve cannot be compared or acted on.
Services and solutions
- 01
Transportation cost optimization
We analyze freight spend by lane, mode and carrier to improve load factors, consolidation, routing and rate structures, and to control accessorial charges.
- 02
Logistics process improvement
We map order-to-delivery processes, remove non-value-adding steps and hand-offs, and clarify responsibilities between internal teams and logistics partners.
- 03
Inventory and warehouse efficiency
We review stock policies, segmentation and replenishment parameters, along with warehouse layout, slotting and picking methods, to balance service and working capital.
- 04
Demand planning and forecasting
We strengthen forecasting methods and the sales and operations planning cycle, so that demand, supply and capacity decisions rest on a shared plan.
- 05
Supply chain visibility and performance dashboards
We specify and help deploy dashboards that consolidate ERP, TMS, WMS and partner data into a reliable view of orders, shipments, inventory and service.
- 06
Supply chain KPI definition
We define a coherent KPI tree, from OTIF and lead time to inventory turns and cost-to-serve, with harmonized definitions, data sources and owners.
- 07
Operational process standardization
We document standard operating procedures and performance routines so that improvements hold across sites, shifts and partners.
Typical engagement approach
- 01
Baseline
Establish current cost, service and inventory performance from operational and financial data.
- 02
Identify levers
Analyze flows, processes and sites to identify and size improvement opportunities.
- 03
Implement
Run prioritized initiatives with operational teams, standardizing processes as changes are made.
- 04
Sustain
Embed KPIs, dashboards and performance reviews so that gains are tracked and maintained.
Expected deliverables
- Cost, service and inventory baseline
- Prioritized improvement plan with owners and milestones
- Revised inventory policies and replenishment parameters
- Supply chain KPI tree with harmonized definitions
- Dashboard specifications and deployment support
- Standard operating procedures and performance routines
Outcomes you can target
- 01
Clearer cost-to-serve visibility by customer, lane and channel
- 02
Better balance between service levels and working capital
- 03
More reliable plans and fewer reactive interventions
- 04
A shared performance language across sites and partners
Related expertise
More in Supply Chain & Logistics
- Supply Chain StrategyAlign your operating model, sourcing, network and resilience choices with your business strategy and service commitments.
- Multimodal Logistics & Partner SelectionDesign your multimodal transport network and select, tender and contract the forwarders, carriers and logistics providers that run it.
- Audit Readiness & ComplianceAssess maturity, close control gaps and prepare your supply chain for customer, internal and third-party audits.
Frequently asked questions
Do we need new systems to optimize our supply chain?
Not necessarily. Many levers sit in processes, parameters and partner management. Where tooling gaps limit performance, we define requirements and can work with our digital practice on the solution.
Which KPIs do you typically recommend?
It depends on your model, but a core set usually covers OTIF, order lead time, forecast accuracy, inventory coverage, transport cost per unit shipped and cost-to-serve, each with a clear definition and owner.
How do you make sure improvements last?
By standardizing the new ways of working, assigning KPI ownership and setting up regular performance reviews before we step back, so that results do not depend on our presence.
Talk to an expert about Supply Chain Optimization
Tell us where you are today and what you need to achieve. We will propose the right scope for a first engagement.