A unique combination of
‘on-demand’ strategic advisory, combined with hands-on (functional) coaching, from former Tier-1 consulting Partners
to empower and leverage your internal team(s)
Making it possible for you, as a time, resource, and budget constrained executive, to make progress with your most critical improvement initiatives, at (typically) 10% to 20% of the cost of engaging a full-service consulting firm
If you are a senior decision maker with responsibility for the supply chain and/ or operations ...
Including supply chain/ operations strategy, supply planning (S&OP), manufacturing, and sourcing (supplier integration)
… and are facing one or more of the following typical challenges
INSUFFICIENT TIME TO DIRECT ALL ACTIVITIES YOURSELF
Day-to-day demands leave you with little time to strategize, dig-deep, craft solutions, and guide/ manage delivery (coach/ steer)
You need access to someone with relevant functional, and industry expertise, that you can on-board quickly, who can give you the additional leverage that you need: act as a sounding board (shape/ evaluate options), drive the necessary diagnostics, and help with solution design, scoping & planning, and securing organizational alignment, and on a basis that works for you – flexible/ responsive, as needed
FEW FUNCTIONALlY DEEP RESOURCES
You have few people that you can turn to with the experience, and functional depth needed
But you have a motivated team that you can leverage (do more with) if you have access to someone who is willing/ able to offer them coaching, and ensure that they have access to the functional depth that they need to be successful – including access to methodologies/ templates/ playbooks
Limited budget
Budgets are constrained, and getting support for additional funding is difficult, or impossible
But you do have some (limited) funding available
Then we might just be what you are looking for
A singular focus on cracking today’s most complex 'End-To-End’ supply chain, and operational challenges ...
TACKLING URGENT PERFORMANCE CHALLENGES
- How can I secure a rapid improvement in service level?
- How can I reduce working capital?
- How can I improve my internal supply reliability?
- How can I improve my inward chain reliability/ ensure the availability of critical components?
FUNDAMENTAL RE-DESIGN FOR 'END-TO-END'
- What is the optimum set of supply models, and supporting policies by channel/ customer, order size, and market, when taking applicable trade-offs into account?
- How can I manage complexity costs?
- How can I ensure that my supply chain is resilient to supply side disruptions?
Associated Process improvements
- How can I improve by ability to forecast sales, and demand/ accommodate variability?
- How can I move towards better ‘business’ level conversations (outcomes) in my S&OP process?
- How can I ensure that I am setting optimum supply side ‘policies’, including PFEP (plan for every part), safety stock, and manufacturing flexibility/ operating philosophies?
- How can I optimize my supply planning process?
- How can I ensure that I don’t have any capacity constraints (are planning long-term capacity correctly)?
- How can I establish a meaningful set of KPI’s?
- How can I integrate with my suppliers in the most effective way to ensure availability, and manage volume/ mix variabilities at lowest cost?
Inherent and Structural improvements
- How can I optimize the number/ location of manufacturing facilities?
- How can I ensure robust, and fact based in-source vs. outsource decisions?
- How can I optimize ‘end-to-end’ including leveraging alternative manufacturing technologies, and product design, as key enablers?
- How can I optimize CAPEX efficiency?
ON-GOING 'END-TO-END' optimization
- How can I establish a basis for on-going optimisation, in-light of changes in demand (volume/ mix, and location), and other cost/service drivers?
- How can I understand (quantify) key cost/ service trade-offs, and work cross-functionally to overcome constraints in product design, and/ or manufacturing technology?
ENSURING THE SUCCESS OF MAJOR PRODUCT LAUNCHES
- How can I understand demand scenarios?
- How can I run forward capacity projections, and evaluating options, and investment decisions – capacity, infrastructure, working capital?
- How can I establish optimum pre-launch policies – incl. sourcing, manufacturing, and inventory deployment?
TACKLING URGENT PERFORMANCE CHALLENGES
- How can I secure a rapid improvement in service level?
- How can I reduce working capital?
- How can I improve my internal supply reliability?
- How can I improve my inward chain reliability/ ensure the availability of critical components?
FUNDAMENTAL RE-DESIGN FOR 'END-TO-END'
- What is the optimum set of supply models, and supporting policies by channel/ customer, order size, and market, when taking applicable trade-offs into account?
- How can I manage complexity costs?
- How can I ensure that my supply chain is resilient to supply side disruptions?
Associated Process improvements
- How can I improve by ability to forecast sales, and demand/ accommodate variability?
- How can I move towards better ‘business’ level conversations (outcomes) in my S&OP process?
- How can I ensure that I am setting optimum supply side ‘policies’, including PFEP (plan for every part), safety stock, and manufacturing flexibility/ operating philosophies?
- How can I optimize my supply planning process?
- How can I ensure that I don’t have any capacity constraints (are planning long-term capacity correctly)?
- How can I establish a meaningful set of KPI’s?
- How can I integrate with my suppliers in the most effective way to ensure availability, and manage volume/ mix variabilities at lowest cost?
ON-GOING 'END-TO-END' optimization
- How can I establish a basis for on-going optimisation, in-light of changes in demand (volume/ mix, and location), and other cost/service drivers?
- How can I understand (quantify) key cost/ service trade-offs, and work cross-functionally to overcome constraints in product design, and/ or manufacturing technology?
ON-GOING 'END-TO-END' optimization
- How can I establish a basis for on-going optimisation, in-light of changes in demand (volume/ mix, and location), and other cost/service drivers?
- How can I understand (quantify) key cost/ service trade-offs, and work cross-functionally to overcome constraints in product design, and/ or manufacturing technology?
ENSURING THE SUCCESS OF MAJOR PRODUCT LAUNCHES
- How can I understand demand scenarios?
- How can I run forward capacity projections, and evaluating options, and investment decisions – capacity, infrastructure, working capital?
- How can I establish optimum pre-launch policies – incl. sourcing, manufacturing, and inventory deployment?
industries
In industries where we have a deep understanding
Including underlying market dynamics, key cost drivers and applicable cost/ service trade-offs, and best practices
MEDICAL DEVICES, EQUIPMENT & TECHNOLOGIES
life sciences
OUR SERVICES
A very different business model
That offers flexibility, and a focus on empowering, and leveraging your internal team to reduce costs
Making it possible for you to progress your most critical supply chain and operational improvement initiatives at (typically) 10% to 20% of the cost of engaging a full-service consulting firm
Direct access to former Tier-1 Partners
With more than 25 years relevant experience – No juniors
flexible/
on-demand
On a basis that works for you (based on need)
A focus on empowering, and leveraging your internal team(s)
Through a proven approach that integrates functional steering, and hands-on ‘coaching’
Smart use of remote working
To drive both effectiveness, and reduce costs
Read what our clients appreciate about our unique approach…
- Easy of access, and flexibility (ability to scale up/ down as needs evolve), and without the need to spend a lot of money to get access to the real experts
- Ability to use as a sounding board to help me think through challenges, craft initiatives and manage organizational engagement (providing me with additional bandwidth)
- Affordability – a cost level that makes it possible to progress much needed improvements to
- Easy/ fast on-boarding requiring very little of my time
- The ability to progress quickly and with only a limited need to take-up peoples time, request data, and disrupt the organisation
- Motivated by a desire to work on interesting problems vs. selling-in a big team, or additional services (no attempt to sell-in additional resources)
- Experience in solving complex supply chain challenges, scoping and planning initiatives, and building, steering and coaching teams
- Do not employ juniors, and (as a result) are not motivated to on-board additional resources
- Willingness to understand and use existing (internal) frameworks and terminologies rather than imposing their own (use a language that the organisation understands)
- Ability to effectively transfer knowledge and enhance the experience and skill-sets of my people
- Fact that the high level of affordability negates need for complex business case and multiple approvals
- Fact based
- Focused on the use of practical ‘pilots’ (do, learn)
- Able to engage effectively across all functions, and bring a genuine ‘end-to-end’ perspective, and solution set
- Able to translate strategic direction into pragmatic, and understandable actions
- Agnostic to any speciic solution design, or IT system (software)
- Deep understanding of industry, including market dynamics, key cost drivers, and best practices
- The ability to move at a speed/ tempo that the organization can accommodate
contact us
Book a no obligation video call/ use us a sounding board
We are happy to invest the time to get to know you, and act as a sounding board, including on an ongoing basis, without obligation or cost
Our many years of experience mean that we are able to understand things very quickly. Usually, after a brief conversation, we will be able to come up with some thought provoking perspectives and insights, including how others have approached similar situations/ key learnings
Neill Adams
Co-Founder
Based in London & Valletta
Chris Cromey-Hawke
Co-Founder
Based in London
About us
- Passionate about ‘cracking complex problems’
- In excess of 25 years experience, including holding senior level corporate roles
- Ex. Booz-Allen (strategy&) Global Operations Practice