Case Studies

Proof Through Performance

“Deep understanding of systems and process, combined with the ability to troubleshoot and drive complex initiatives to completion — especially in high-pressure, time-constrained environments. Bridging strategy and execution is critical when aligning technology solutions to supply chain outcomes. That expertise in large-scale ERP and supply chain transformation maps directly to the transformation work going on here.”
VP of Supply Chain, International CPG Company
Case Study · International CPG Company

Omnichannel Supply Chain Strategy for a New Product Launch

Problem

The company lacked a cold‑chain distribution network, and its teams operated in silos without clear coordination. The product's short shelf life required precise timing for cooler installations, manufactured in China. Installation schedules had to align with production and delivery schedules to prevent coolers from sitting empty for extended periods.

Challenges

  • Misaligned teams across manufacturing and distribution
  • Complex international logistics with tight timing constraints
  • Lack of end‑to‑end visibility across the supply chain
  • Risk of product spoilage and inventory obsolescence

Outcome

A unified strategy developed with internal teams and external partners ensured high‑quality production within tight time constraints and end‑to‑end tracking of coolers from overseas manufacturing to retail locations. The product launched successfully.

Case Study · Pharmaceutical Manufacturing & Distribution

90‑Day Assessment for Distribution, Finance & Culture Transformation

Executive Summary: the why

A mid‑market, PE‑backed company was experiencing margin compression, service failures, and cultural fatigue. Leadership lacked a unified view of operational performance, financial leakage, and organizational readiness. The company needed a 90‑day cross‑functional assessment to establish truth, align leadership, and build a transformation roadmap grounded in data, culture, and financial impact.

$45M of EBITDA impact going unnoticed

through siloed communication, poor data connectivity, bad forecasting, and other operational issues.

Scope of the 90‑day assessment: the what

A · DISTRIBUTION OPERATIONS
  • End‑to‑end warehouse flow mapping (receiving → putaway → storage → picking → packing → shipping)
  • Throughput, labor productivity, slotting logic, and space utilization analysis
  • Transportation cost‑to‑serve, carrier mix, routing logic, and service performance
  • Inventory accuracy, shrink, cycle counting discipline, and replenishment logic
  • Technology stack review (WMS/TMS/ERP) and process maturity
B · FINANCIAL ASSESSMENT
  • SKU‑level profitability and contribution margin analysis
  • Cost‑to‑serve modeling across channels and customers
  • Working capital review (inventory turns, DIO, cash conversion cycle)
  • Opex structure, labor cost modeling, and productivity economics
  • Financial leakage identification (expedites, chargebacks, write‑offs)
C · CULTURE & ORGANIZATIONAL READINESS
  • Leadership alignment and decision‑making speed
  • Role clarity, accountability, and span of control
  • Change readiness assessment (interviews, surveys, behavioral patterns)
  • Communication flows and cross‑functional trust indicators
  • Safety, morale, and frontline engagement
D · NETWORK & STRATEGIC FIT
  • Current network footprint vs. demand distribution
  • Transportation lanes, service zones, and cost optimization opportunities
  • Make/hold/ship logic and customer promise alignment
  • Scenario modeling for future‑state network options
  • Small parcel capability assessment

Our key findings

They currently use an increasingly outdated ERP system to run multiple functions of their business. The current operating environment throughout our assessment demonstrated:

  • Misaligned teams to operational capabilities
  • Limited visibility across the network including orders, inventory and service
  • Fragmented data management and reliance on shadow spreadsheets
  • Forecast accuracy below industry standards
  • Elevated service penalties, inventory write‑offs, and labor inefficiencies
  • Manual and non‑standardized warehouse execution practices
  • Workforce capability gaps with unclear roles and incentives
  • Limited ERP proficiency
  • Minimal omnichannel readiness
  • No clear Key Performance Indicators (KPIs)
  • Limited financial reporting
  • Culture challenges: trust, accountability, and consistency of expectations