24 years of running supply chains from the inside, available to owner run companies by the day rather than by the salary. Textile, retail and beyond.
A senior supply chain head for a company that needs the judgement but not a full time salary. A fixed number of days a month, sitting in your management meetings, owning the supply chain decisions with you.
Who it is for. Owner run companies whose supply chain has outgrown the owner but cannot yet justify a full time executive.
A structured look at planning, procurement, inventory, supplier performance and the flow from order to delivery. You get a written findings document with the problems ranked by what they are costing you.
Who it is for. Owners who know something is wrong but cannot yet name it, or who want an outside read before spending on a system.
Building the monthly rhythm that stops sales, production and procurement working from three different numbers. Meeting structure, the numbers each function brings, and who decides what.
Who it is for. Companies where the plan changes in every meeting and nobody owns the final number.
The work that decides whether an ERP project succeeds, done before you sign with a vendor. Process mapping, master data, ownership and the honest list of what your organisation is not ready for.
Who it is for. Companies about to buy an ERP, or recovering from one that did not land.
Fees depend on scope and are quoted in writing before any work starts. Ask for a proposal and you get a number, not a range.
Thirty minutes, no charge, to work out whether this is worth either of our time.
Scope, what you receive, how long it takes and what it costs. Fixed, not open ended.
Done with your people, not to them, because the people who run it afterwards have to own it.
A written document and a working session, so it survives after the engagement ends.
I will tell you if you do not need me. Some problems are a two week fix by someone already on your payroll. If that is the answer, you will get it on the first call and it will cost you nothing.
I work with your people, not around them. A consultant who produces a document nobody in the building believes in has wasted your money. The people who run the process afterwards are in the room while it is designed.
Advisory and sourcing stay separate. If I am advising your company on procurement, I will not also be earning a sourcing fee from your suppliers without telling you in writing first. You should ask that question of anyone in this position.