A part time head of supply chain, a health check, a monthly plan everyone agrees on, or getting ready for a new system. One fixed price conversation first.
This is the part of VeriMills that is not sourcing. It is Danish Wazir Ahmed working directly with an owner run textile or apparel company on the things a company that size cannot easily hire for: a part time head of supply chain, a supply chain health check, a monthly plan that sales, production and buying all agree on, or getting the house in order before a new company software system goes in. 24 years of it, most recently running supply chain at Beximco Textiles. Every engagement starts with one fixed price conversation, so you know what you are buying before you buy it.
Three situations produce almost every call, and not one of them arrives described as advisory.
Stock keeps rising while service keeps falling. More money sits in the warehouse every quarter and customers are still waiting, so the obvious reading is that buying is at fault. It usually is not. It is normally a planning cycle nobody owns, where sales, production and procurement each work from their own number and the inventory absorbs the gap.
The person who held it all in their head has gone. One manager knew the suppliers, the real lead times and which order could safely slip, and none of it was written down. What is needed first is not a replacement. It is getting that knowledge out of one head and into something the next person can actually run.
An ERP purchase is halfway through and something feels wrong. The demo was convincing, the quote is signed or nearly signed, and nobody can say who owns the master data or which process the system is meant to enforce. That question costs far less to answer before go live than after it.
If one of those is your company, the four services below are the shapes the work usually takes.
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.
Danish Wazir Ahmed, and nobody else. There is no bench behind this page, and no associate who turns up once the proposal is signed. That is also the honest reason only a small number of engagements run at once.
24 years in textile and apparel supply chain, most recently as Executive Director Supply Chain at Beximco Textiles. The scale of it: Nine million garments a month, over 20 million dollars a month in procurement, a team of 40. Before that, senior supply chain roles at 6 more textile and apparel companies.
What that buys a client is a first call that is diagnostic rather than a pitch, because the three situations above have been run from the inside rather than read about. The full record, with the certifications and the dates on each, is on the about page, and it is worth reading before booking time with anyone.
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.
The market numbers are free and carry the date each was read: fibre, yarn and fabric, and garments.
A head of supply chain you have for part of a week rather than all of it. You get the seniority without carrying a full time salary for it, which is the arrangement that suits a company big enough to need the role and not yet big enough to fund it.
Not without telling you. Advisory and sourcing stay separate: if we are advising your company on procurement, we will not also be earning a sourcing fee from your suppliers without telling you in writing first.
No. Sourcing is a serviced platform where the supplier pays a success fee and you pay nothing. Advisory is paid work you buy directly, on a written proposal, and the two are kept separate.