Most supply chain decisions live in one of these six places. This is what each one covers, why it matters and what I'd actually build for you.
Right stock, right place, right time — without the spreadsheets that nobody trusts.
Most inventory problems aren't visible until they hurt: a stockout on your top-seller in week three of the quarter, $400K tied up in slow-movers nobody reviews, safety stock policies last set three years ago. The work here is making inventory positions, risks and policies visible enough that you can act on them before they become incidents.
A baseline you can trust, accuracy you can measure, and a feedback loop that improves both.
Most teams have a forecast. Few teams measure how wrong it was last month, and fewer still feed that learning back into the next cycle. The work here is building a statistical baseline that's transparent, tracking forecast accuracy in a way that exposes bias rather than hides it, and giving planners a clean place to add their judgment on top of the math.
Buy the right quantity, at the right cadence, from the right supplier — informed by math, not habit.
Purchasing decisions are usually made by buyers under time pressure with old data. EOQs are set once and never revisited. MOQ trade-offs are taken on faith. Volume discounts get accepted without calculating whether the carrying cost outweighs the saving. The work here is putting the economics of each purchase decision in front of the buyer at the moment they need it.
Make the supplier conversation factual — and make sure the right suppliers are getting the right share of business.
Supplier reviews often run on feeling: "Supplier X is unreliable, Supplier Y is great." The data usually tells a more specific story — Supplier X is on-time 92% of the time but their late deliveries cluster in one category that drives your worst stockouts. The work here is building objective supplier scorecards that surface those patterns, and giving you something concrete to bring to the next QBR.
Measure the right things, define them properly, and stop arguing about what fill rate actually means.
Fill rate. Service level. Perfect order. These terms get used loosely in most organisations — and when finance, operations and sales each calculate them slightly differently, the metrics stop driving decisions and start driving arguments. The work here is fixing the definitions, picking the metrics that genuinely move the business, and structuring them into a hierarchy that connects daily operations to strategic targets.
Built in your tools, refreshed automatically, designed for the people actually making decisions.
The best dashboard isn't the prettiest — it's the one your team opens on Monday morning to plan their week. That means it loads fast, refreshes reliably, surfaces exceptions rather than data dumps, and lives in tools your team already uses. The work here is building dashboards that get used, in the BI tool you already have, with the documentation that makes them maintainable after I'm gone.
The free audit is a 45-minute conversation — no data review. Walk away with three prioritized observations and a directional read.
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