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Amongst the avalanche of modern data, supply chain dynamics can appear bafflingly complex. Old data points and outdated reporting can be worse than inaccurate—they can quietly cripple your business. A new way of seeing supply chain has emerged, from cost to serve to profitability analysis. It’s time to take advantage of that vision.
Great analysis of your business model means knowing what to notice and what to ignore. You got help with ‘tactical granularity’ to look at profitability and loss beneath the overall patterns, then harness modern tools of data visualisation. Your modelling tools are agile and evolve with changing conditions, to surgically uncover hidden insight.
We’re experienced with the latest trends and tools across industries—and with operational experience and market insight, our team can add a fresh dimension to modelling. We quickly identify hidden factors, model scenarios marrying profitability and flexibility, and then expertly execute alongside you to improve routes to market, productivity, commercial terms, and profit.
Amongst the avalanche of modern data, supply chain dynamics can appear bafflingly complex. Old data points and outdated reporting can be worse than inaccurate—they can quietly cripple your business. A new way of seeing supply chain has emerged, from cost to serve to profitability analysis. It’s time to take advantage of that vision.
Great analysis of your business model means knowing what to notice and what to ignore. You got help with ‘tactical granularity’ to look at profitability and loss beneath the overall patterns, then harness modern tools of data visualisation. Your modelling tools are agile and evolve with changing conditions, to surgically uncover hidden insight.
We’re experienced with the latest trends and tools across industries—and with operational experience and market insight, our team can add a fresh dimension to modelling. We quickly identify hidden factors, model scenarios marrying profitability and flexibility, and then expertly execute alongside you to improve routes to market, productivity, commercial terms, and profit.
Making sense of business modelling and cost to serve supply chain analysis means being across all the latest thinking—to cover all the bases.
Here’s what we can help you with…
Cost to Serve
Profitability analysis and Profit to Serve
Supply chain cost modelling
Scenario planning and what-if analysis
Business requirements translation
Operational cost modelling
Amongst the avalanche of modern data, supply chain dynamics can appear bafflingly complex. Old data points like unit costs can be worse than inaccurate—they can quietly cripple your business.
A new way of seeing supply chain has emerged, from cost to serve to profitability analysis. It’s time to take advantage of that vision.
Making sense of business modelling and cost to serve analysis means being across all the latest thinking—to cover all the bases.
Here’s what we can help you with…
Cost to Serve
Profitability analysis and Profit to Serve
Supply chain cost modelling
Scenario planning and what-if analysis
Business requirements translation
Operational cost modelling
We established the ideal number of service centres required in the UK to cover a target % of the population, and calculated the associated staffing levels and vehicle numbers (and from an extremely limited initial data set).
Customer benefit – service level target exceeded and operating costs significantly reduced.
We identified optimal warehouse locations across Europe to support future store expansion plans, including changes required to existing facilities and new investments required.
Customer benefit – clear plan for reduced cost to serve, improved delivery leadtimes, and improved geographical coverage reducing operational risk.
Part of a wider scope to improve the efficiency of a 2man operation
Customer benefit – the P2S analysis provided a new level of insight about the contribution to profit across the product range, with 10% of skus identified for de-listing or channel switch. Reduced sku storage enabled greater operating cost benefits from optimising the layout and flows.
We created a quick high level model to provide network rationalisation options for varying levels of temporary and sustained revenue loss through Covid19.
Customer benefit – dynamic simple to use model allowing the management team to understand the options available to the business, enabling confident swift decisions to be made to minimise ongoing risk to the business.
We determined optimal delivery solutions and frequency of store replenishment.
Customer benefit – improved service level to stores enabling material benefits in right stock right place right time; plus lower transport cost from a significant reduction in delivery miles and fleet required, and with a change to improved dynamic transport planning.
We determined the levels of online orders that could be fulfilled from within stores nationally including cost to serve, as an enabler to support ecom growth capacity and create same day customer proposition.
Customer benefit – fact-based understanding of the viability of this fulfilment route, and the stock and forecasting changes that would need to be adopted internally to make this a commercially robust option.
We established the ideal number of service centres required in the UK to cover a target % of the population, and calculated the associated staffing levels and vehicle numbers (and from an extremely limited initial data set).
Customer benefit – service level target exceeded and operating costs significantly reduced.
We identified optimal warehouse locations across Europe to support future store expansion plans, including changes required to existing facilities and new investments required.
Customer benefit – clear plan for reduced cost to serve, improved delivery leadtimes, and improved geographical coverage reducing operational risk.
Part of a wider scope to improve the efficiency of a 2man operation
Customer benefit – the P2S analysis provided a new level of insight about the contribution to profit across the product range, with 10% of skus identified for de-listing or channel switch. Reduced sku storage enabled greater operating cost benefits from optimising the layout and flows.
We created a quick high level model to provide network rationalisation options for varying levels of temporary and sustained revenue loss through Covid19.
Customer benefit – dynamic simple to use model allowing the management team to understand the options available to the business, enabling confident swift decisions to be made to minimise ongoing risk to the business.
We determined optimal delivery solutions and frequency of store replenishment.
Customer benefit – improved service level to stores enabling material benefits in right stock right place right time; plus lower transport cost from a significant reduction in delivery miles and fleet required, and with a change to improved dynamic transport planning.
We determined the levels of online orders that could be fulfilled from within stores nationally including cost to serve, as an enabler to support ecom growth capacity and create same day customer proposition.
Customer benefit – fact-based understanding of the viability of this fulfilment route, and the stock and forecasting changes that would need to be adopted internally to make this a commercially robust option.
