Supply chain & procurement resilience
Balance service levels, inventory and supply risk across procurement, replenishment and allocation decisions.
Start with the operating evidence.
Connect SKU demand, stock positions, supplier lead times, minimum order quantities and purchase terms. Include open purchase orders and substitutions; a replenishment policy built on incomplete inbound inventory can recommend unnecessary buying.
The management question
How much inventory should each location hold, and how should sourcing change when demand or lead times become uncertain?
Compare feasible alternatives.
Compare replenishment and sourcing policies under demand surges, delayed deliveries and supplier concentration. Review service levels alongside stock holding and cash requirements, with an explicit response when no policy meets every constraint.
What we deliver
Multi-echelon inventory policies, supplier lead-time scenarios, replenishment recommendations and disruption alternatives.
Agree how value will be measured.
Begin with one decision, a named business owner and a baseline period. Review recommendations alongside the existing process before connecting execution. Agree the data refresh cycle, approval limits, exception handling and measures of service, cost and risk. Outcomes depend on the agreed scope and evidence; illustrative scenarios are not promised customer results.
How value is measured
Fill rate · inventory days · stockouts · procurement cost · recovery time