Most supply chain projects fail because they try to improve a broken system incrementally. We start with the end state — what the network needs to look like to support the next decade of the business — and work backwards from there.
A supply chain architecture engagement covers the full network — from supplier terms and inbound logistics through to last-mile delivery and returns. We do not scope engagements narrowly to make them easier to sell. We scope them to solve the actual problem.
Every engagement begins with a three-week diagnostic that maps the real cost and service drivers across the network. The redesign follows the diagnostic — never before it.
Mapping every distribution node against actual demand patterns and cost to serve — then rebuilding the network around what the data supports, not what the org chart inherited.
Identifying which SKUs are creating disproportionate complexity relative to their revenue contribution — and building the commercial case for rationalisation that the sales team can accept.
Reducing supplier count, introducing dual-sourcing where fragility exists, and renegotiating terms based on total cost of ownership rather than unit price.
Rebuilding inventory positioning and safety stock levels based on actual lead time variability and service level requirements — not historical rules of thumb.
Three weeks mapping cost-to-serve, node performance, and hidden complexity drivers across the full network. Deliverable: a diagnostic report with a ranked list of interventions by value.
3 weeks · Fixed feeBuilding the future-state network model alongside your team — testing every design decision against the operating reality before committing to implementation.
6 – 10 weeks · Co-designedOur principals are on-site during the transition. We track leading indicators daily and adapt the plan when reality diverges from the model — which it always does at some point.
3 – 12 months · On-siteWe leave only when your team can run the new network without us. That means the KPIs are stable, the routines are embedded, and the people are confident.
4 – 6 weeks · Knowledge transferA 14-month supply chain redesign that removed 38% of SKU proliferation and restructured 6 regional distribution nodes into 2 high-throughput hubs. The client had attempted this internally twice before. Both attempts stalled at implementation. We stayed until it held.
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