Supply chain consulting

Name the late order or the stockout. Then price the fix.

Supply chain consultants are called when a customer has already felt the miss. The proposal should pick the flow that is failing, say what reliable means in days or units, and keep the rest of the network out of scope.

The miss the customer already felt

Start from a shipment, a part, or a season, not from a map of the global network. A buyer who had to apologise to a retailer last month will recognise that apology. They will not recognise a maturity model. Write the product family and the lane that failed.

Say what reliable means in their unit. On the shelf by Thursday. A component lead time of three weeks instead of nine. Less than one stockout a month on the twenty items that make the margin. If you cannot put a unit on the outcome, you are still diagnosing, and the proposal should be priced as a diagnosis with a stop.

Keep the rest of the network out

One supplier relationship, one warehouse rule, or one forecast the planners will actually follow. The moment the scope becomes 'the supply chain', every late truck in the company becomes your fault. Write the boundary in the out-of-scope list with the same specificity as the problem.

New warehouse software, a tender for a logistics provider, and a cost-down across every category are adjacent sales. Mention them only to exclude them. The client can buy the next one when this flow holds.