Supply Chain Strategy/ Roadmap
Rapid Inventory and Supply Chain Cost Structure Diagnostic at Niche Apparel Producer
Conducted an inventory and cost structure diagnostic and created a plan for capture of opportunities at a recently acquired private equity portfolio company. Identified $11+MM in inventory reduction, $1.2–1.9+MM in overhead expense reduction, and $0.4–1.2MM in freight cost reduction opportunities.
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Identifying Consolidation Opportunities and Creating Roadmap for Professionalizing Operations to Support Future Growth at Regional Family-owned Coffee Roaster and Distributor
Conducted a 3-week operational due diligence to establish a robust fact base of cost and operational performance in a data-poor situation, identify consolidation opportunities, and provide a fact-based, actionable plan for post-acquisition value creation, including: delivery and service route optimization to eliminate 30-40% of current routes; brewing equipment CapEx reduction through better deployment of used equipment; warehouse consolidation; sourcing efficiencies; SKU complexity management and inventory reduction; and professionalization of roasting and supply chain operations. Gotham’s findings enabled the client to close the transaction with confidence; the company started capturing identified opportunities within a few weeks of the deal closure.
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Refocusing North American Supply Chain for a New Competitive Environment at Global Soup Manufacturer
Created a North American Supply Chain strategy for a multinational soup company which had lost its scale advantages. Built upon a solid understanding of the company's operating strengths, the strategy leveraged collaborative alliances up and down the supply chain to extend the company's control of cans from fabrication to retail, and reduce costs in the entire system by 10-15%.
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Uncovering Cost and Inventory Savings Opportunities and Assessing Operational Capabilities at Licensed Brands Household Goods Company
Conducted 1-week opportunity assessment for inventory, labor, material, freight, distribution, and overhead costs from both standalone and synergistic perspective. Identified $3-4MM in cost reduction opportunities and $4-5MM in inventory reduction opportunities. Client acquired the company and merged it with a portfolio consumer goods company. Subsequently, assisted in capturing $4-5MM in inventory and $2MM in freight savings at this growing company which became one of the largest suppliers to big box retailers.
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Developing Segmented Operations and Service Strategy at Full-line Industrial Goods Manufacturer
Devised an approach for segmenting SKUs in a diverse SKU environment based on a several qualitative factors such as contractual customer requirements, marketing strategy, and sourcing considerations, and a statistical scoring methodology incorporating several demand pattern factors such as sales, margin, demand variability, demand frequency, broken shipments, and requirements of top customers. Devised and implemented differentiated operations and service strategy (make-to-stock vs. manufacture-to-order) for the SKU segments which contributed to an 28% improvement in on-time delivery and a 25% reduction in inventory.
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New Planning/Delivery Capabilities to Turnaround Customer Service/Delivery Performance at Leading Industrial Hardgoods Manufacturer
Led diagnostic-based effort culminating in enhanced planning and delivery capabilities: short-term tactical prioritization to overcome to overcome significant backlog; new planning system parameters; customer-oriented delivery strategy, including fast-ship program; shop-floor prioritization mechanisms (fixed schedule); measurement/tracking and reporting scheme for planning and production; ultimate migration to integrated MRP system. Fast- ship SKU program reduced order-to-delivery cycle from 2+ weeks to 1 day; $10MM backlog reduced to $2.5MM (including future orders) within 3 months.
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