Services
From operational challenge to plan of work
Every engagement starts from the business problem, not from a list of tools. For each area you will find what the process covers, what it can produce, who it suits and what the first step looks like.
01
Process diagnostics & improvement
The process works, but nobody can point to exactly where it stalls. There are recurring delays, duplicated work, and hand-offs between parties that no one actually owns.
What the process covers
End-to-end mapping of the current state, including interfaces between units
Interviews with managers and with the people who run the process day to day
Collecting and analysing data: cycle times, volumes, recurring failures
Identifying bottlenecks, duplication and points with no clear ownership
Designing an alternative process and setting the order of implementation
Possible deliverables
Process map · Gap and bottleneck analysis · Ownership and interface definitions · Implementation plan and timeline
Who it suits
Organisations that grew quickly while their processes stayed the same, or a management team that keeps seeing the same problem without an orderly picture of the cause.
The first step
A short intro call, then a walk-through or initial mapping session to set the boundaries of the diagnosis and the questions it has to answer.
02
Supply chain & logistics
Materials, information and resources move at different speeds. Stock sits in the wrong place, alerts arrive too late, and coordination rests on phone calls rather than on a system.
What the process covers
Mapping the flow of materials and information along the chain
Examining coordination between planning, procurement, inventory, production and distribution
Finding the points where information stops or arrives late
Reviewing inventory policy, lead times and service levels
Defining working interfaces and orderly alert mechanisms
Possible deliverables
Supply chain map · Gap analysis · Inventory policy and service levels · Control routine and rollout
Who it suits
Manufacturing, import, retail and distribution businesses where the number of parties involved creates a loss of control over timing, cost or the service the customer receives.
The first step
Looking together at the one segment of the chain where the pain is sharpest, as the basis for deciding the scope of work.
03
Procurement & supplier management
Procurement runs under pressure rather than to a process. There is no orderly view of the supplier base, contracts get signed without a comparative basis, and nothing checks whether the supplier actually delivers what was promised.
What the process covers
Mapping spend, purchasing categories and the existing supplier base
Building an orderly procurement process with approval stages and authorities
Sourcing, screening and assessing alternative suppliers
Preparing requirement documents and RFPs, and running the comparison
Supporting negotiation and defining supplier performance measures
Possible deliverables
Supplier and alternatives map · Requirements document or RFP · Comparison matrix · Supplier performance measures
Who it suits
Organisations whose purchasing volume is growing, that depend on a single supplier, or that need to justify contracts to management or a board.
The first step
A review of one significant purchasing category — what is bought, from whom, at what price and through which process.
04
Project delivery
An important project is stuck between several parties. Each one reports that they are fine, the project does not move, and no single party sees the whole picture or is authorised to decide.
What the process covers
Defining objectives, scope, milestones and success measures
Mapping stakeholders and assigning clear ownership
Building a realistic plan of work and timeline
Managing interfaces between internal units, suppliers and contractors
A tracking routine, risk management and orderly escalation
Possible deliverables
Plan of work · Responsibility matrix · Milestone schedule · Risk register · Reporting routine
Who it suits
Setting up, relocating or changing an operation, rolling out a system, a multi-supplier project, or any move that needs to be managed across the organisation.
The first step
A short status session mapping where the project stands, what is blocking it and who needs to decide what.
05
Operating model design
The organisation has grown, but the way work is structured has not. Areas of responsibility overlap, decisions get stuck, and growth produces load rather than capability.
What the process covers
Testing the structure of work against the business objectives
Defining areas of responsibility, authority and interfaces
Building working methods and procedures that can actually be followed
Fitting the operation to expected growth and changing load
Supporting the rollout with the teams on the floor
Possible deliverables
Operating model · Ownership and interfaces · Working methods · Rollout plan
Who it suits
Management teams in a period of growth, merger, structural change or a move to operating at a new scale.
The first step
A conversation with management about the objectives for the coming year and the gaps that are already being felt today.
06
Measurement, KPIs & control
Plenty of data, few answers. Each unit measures differently, reports arrive late, and management decides on instinct rather than on measurement.
What the process covers
Defining what matters to measure and why — driven by objectives, not by which data happens to exist
Building a small, clear set of measures for each level of management
Defining data sources, ownership and update frequency
Designing a report or dashboard structure that serves a decision
Setting a control routine in which the measures are genuinely reviewed
Possible deliverables
KPI framework · Dashboard structure · Measurement definitions · Control routine
Who it suits
Management teams moving from descriptive reporting to measurement-based management, or organisations where each unit answers the same question with a different number.
The first step
Picking three management questions that have no fast, reliable answer today, and working backwards from them.