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Logistics consultancy for people who have to run it on Monday

We are operators first. The output of our work is a changed operation and a measurable number — not a document that gets filed and forgotten.

Abstract network of connected sites and the routes between them

Network & flow design

Where stock should sit, which site should serve which customer, and what a change to the footprint genuinely costs once transport, labour, property and inventory are all in the same model.

  • Site footprint and catchment modelling
  • Cost-to-serve by customer, channel and SKU
  • Inventory positioning and safety-stock policy
  • Make-or-buy and in-house versus 3PL analysis
Abstract lattice suggesting the ordered flow of work through a building

Warehouse & 3PL operations

Time on the floor, not just in the data. We look at how work actually arrives, queues and gets done, then change the layout, the process and the labour model to match demand.

  • Layout, slotting and pick-path redesign
  • Labour models, shift patterns and productivity baselining
  • 3PL selection, onboarding and performance management
  • Open-book cost review and invoice verification
Abstract route lines with marked stops along the way

Freight & procurement

Rates are the visible part. The savings usually sit in the routing rules, the mode mix, the accessorial charges and the consignments that should never have shipped that way.

  • Rate benchmarking and tender management
  • Carrier mix, mode shift and consolidation
  • Surcharge, accessorial and invoice audit
  • Contract terms, SLAs and review cadence
Concentric rings radiating from a single point

Interim & programme leadership

Someone senior to hold the operation together through a transition — a site move, a system go-live, a supplier exit, or a programme that has lost its way.

  • Interim logistics and supply chain management
  • Recovery of stalled implementations
  • Site opening, relocation and closure
  • Post-merger integration of logistics functions
Layered horizontal strata, examined one band at a time

Due diligence & assessment

An independent read on an operation — for an investor, a board, or a management team that wants to know how much of the plan is real before committing to it.

  • Operational and supply chain due diligence
  • Systems and technology assessment
  • Capacity and peak-readiness review
  • Risk, continuity and single-point-of-failure mapping
A regular lattice with a flowing line running through it

Planning & performance

Forecasting, S&OP and the KPI framework underneath them — built so that the numbers in the monthly pack and the numbers on the floor are the same numbers.

  • Demand and capacity planning
  • S&OP process design and facilitation
  • KPI framework and reporting design
  • Data quality remediation
A network of sites connected by routes, two of them larger hubs

Network & flow

Where stock sits, which site serves whom, and what a change to the footprint really costs.

Engagement shapes

Three ways clients usually start

Every engagement is scoped and priced before it begins. You will always know what you are buying and what you will have at the end of it.

2–3 WEEKS

Diagnostic

Fixed price. We quantify the problem with your data, size the prize and rank the options. You get a written report and a working model you keep, whether or not you go any further with us.

2–6 MONTHS

Improvement programme

We run the change alongside your team — process, systems and suppliers together — with agreed milestones and a measurable target.

ONGOING

Retained advisory

A set number of days a month. Useful when you have capable people who simply need senior capacity and an outside view on tap.

What you get

A diagnostic you can act on

Two to three weeks, fixed price. This is what is on the table at the end of it, whether or not you take the next step with us.

  1. A baselineHow the operation performs today, measured from your own data rather than assumed from a benchmark.
  2. Where the money actually goesCost and time quantified by activity, so the conversation is about what to do rather than whose figures are right.
  3. Options, rankedEach sized by effort against return, with the assumptions written down so your team can challenge them.
  4. The model itselfYours to keep and re-run when volumes, rates or the footprint change. It does not stop being useful when we leave.
  5. Something you can take to a boardA written recommendation in plain English, with the workings attached for anyone who wants them.
Concentric rings radiating from a hub, suggesting reach from one site

FAQ

Logistics consultancy questions

Yes, and we would usually insist on it. You cannot diagnose a warehouse from a data extract. Expect us on the floor early in the engagement, at the times the operation is under real pressure rather than at 10am on a quiet Tuesday.

Fixed price, agreed in advance against a written scope. If the scope changes materially we will tell you before the work happens, not on the invoice.

We can, for the right engagement. It has to be based on a baseline both sides genuinely agree on, otherwise it becomes an argument about measurement instead of a focus on the operation.

Routinely. We are often the party translating between an operational team, a 3PL and a software supplier — and we are comfortable being the one who has to say something uncomfortable.

Start with a conversation, not a proposal

Tell us where it hurts. If a two-week diagnostic is the right next step we will scope it. If it is not, we will tell you that too.

Book an intro call See the engineering side