Supply Chain Consulting
Fix the supply chain problems behind poor financial performance
Supply chain problems rarely stay inside the supply chain. Poor forecasting leads to excess inventory and missed sales. Weak supplier performance creates service failures and premium freight. Warehouse problems increase labor, delay shipments, and frustrate customers. Inadequate processes create chargebacks, deductions, and recurring operating disruptions.
CK Supply Chain Consulting identifies the root causes and helps leadership implement practical solutions that improve service, reduce cash requirements, control costs, and support growth.
01 — Cash
Inventory and working capital
- —Inventory analysis and segmentation
- —Excess and obsolete inventory reduction
- —Safety-stock and reorder-policy improvement
- —Inventory ownership and governance
- —Cycle-counting and inventory accuracy
- —Working-capital improvement
- —Store and warehouse allocation
- —Slow-moving inventory action plans
02 — Predictability
S&OP, S&OE, and planning
- —Demand-planning process design
- —Forecast-accuracy improvement
- —Supply and capacity planning
- —Executive S&OP
- —Weekly S&OE
- —Consensus planning
- —Planning roles and accountability
- —KPI and reporting design
03 — Supply
Procurement and supplier performance
- —Strategic sourcing
- —Supplier negotiations
- —Cost reduction
- —Supplier scorecards
- —Lead-time improvement
- —Payment terms and inventory agreements
- —Supplier recovery
- —Risk management
- —Vendor consolidation
04 — Service
Warehouse and 3PL performance
- —Warehouse assessment
- —3PL selection and management
- —Service-level agreements
- —Labor productivity
- —Slotting and material flow
- —Receiving and shipping processes
- —Capacity planning
- —WMS improvement
- —Backlog recovery
- —Returns and repair processes
05 — Logistics
Logistics and transportation
- —Parcel, freight, ocean, and air sourcing
- —Transportation RFPs
- —Network and routing analysis
- —Dimensional-weight reduction
- —Zone-skipping opportunities
- —Premium-freight reduction
- —Freight audit and cost-to-serve analysis
- —Import and international logistics
06 — Compliance
Retail compliance and chargebacks
- —OTIF readiness
- —Chargeback review and dispute
- —Root-cause correction
- —Retailer compliance
- —Documentation and controls
- —3PL accountability
- —Launch readiness
- —Replenishment and exception management
07 — Systems
ERP and process stabilization
- —ERP requirements
- —Process mapping
- —Implementation governance
- —Master-data readiness
- —SOP development
- —Training
- —Go-live support
- —Post-implementation stabilization
- —KPI and reporting alignment
How Charlie works
Charlie does not provide a report and leave
He works with leadership and operating teams to:
- —Establish the facts
- —Identify the root causes
- —Prioritize financial and customer impact
- —Implement corrective actions
- —Establish ownership
- —Build repeatable processes
- —Track results
Selected results
Measured by what changed in the business
- —Forecast accuracy improved by 28%
- —Inventory reduced by 31% in a robotics business
- —Service improved by 26%
- —Manufacturing costs reduced by 23%
- —Logistics costs reduced by 18%
- —Freight reduced by 24% in an e-commerce operation
- —Warehouse capacity increased by 37%
- —A 200-container backlog was cleared in 30 days
- —Parcel costs reduced by 13.66%
- —Millions in retailer chargebacks managed, disputed, recovered, or prevented