Practice Area
Supply Chain
Sourcing, inventory, warehousing and distribution designed for real regional conditions — not textbook lead times.
The problem
Too much stock, and still out of stock
Working capital sits in the wrong SKUs while the fast movers run dry. We rebuild planning, replenishment and supplier discipline so service and cash both improve.
- Demand and replenishment planning that fits your volatility
- Inventory segmentation and right-sized safety stock
- Supplier performance and total landed cost visibility
- Distribution network and route-to-market review
Outcomes
What good looks like
We measure engagements by what changes on the ground, not by the size of the report.
Service
Availability lifted on the SKUs that matter
Working capital
Cash released from slow-moving stock
Landed cost
True cost per unit made visible
Resilience
Plans built for port, road and FX reality
What we do
Supply chain capabilities
End-to-end, from supplier to shelf.
Inventory optimisation
Right stock, right place, right amount.
Strategic sourcing
Supplier selection, negotiation, contracts.
Warehouse design & layout
Flow, slotting, picking productivity.
Distribution & fleet
Cost per drop, routing, third-party mix.
Route-to-market
Coverage models that reach the last mile.
S&OP implementation
One plan across sales, supply and finance.
Resilience
Built for regional realities
Port congestion, currency swings, seasonal roads and cross-border paperwork are not exceptions here — they are the operating environment. We plan for them explicitly.
- Scenario planning for lead-time and FX shocks
- Dual sourcing where single-supplier risk is real
- Customs and cross-border process improvement
How we work
Diagnose → Design → Deliver
The same disciplined path on every engagement, tuned to your context.
Diagnose
Evidence before opinion. We find the real constraint.
Design
Solutions built for your people, market and margins.
Deliver
We stay until results hold without us.
Questions we get asked
Frequently asked questions
Straight answers to what decision-makers usually want to know before a first conversation.
What does a supply chain engagement typically include?
Demand and inventory policy, S&OP design, network and warehouse flow, procurement and supplier performance, and cost-to-serve. Scope is set after a two to three week diagnostic.
Can you improve service levels without increasing inventory?
Usually yes. Most availability problems come from one blanket safety-stock rule across very different SKUs; segmenting the portfolio typically lifts service while releasing working capital.
Do you handle multi-country distribution across East Africa?
Yes. We plan around real regional lead times, including port, customs and cross-border transit, rather than theoretical supplier lead times.
How long before an S&OP cycle runs on its own?
Typically three to four cycles. We chair the first ones alongside your planning lead, then step back once exceptions are being resolved in the meeting.
Let's build something that lasts.
Tell us what's stuck. We'll tell you what it will take to fix it.