Management of the entire supply chain without downtime

We start with a brief consultation to discuss your goals, KPIs, and technology stack. From a network of approximately 8,000 quality-assured interim consultants, we filter based on industry experience, Lean expertise, and proficiency in SAP, M3, Dynamics, and WMS. Within five business days, you’ll receive three to four candidates. Their backgrounds and references are already verified, so the interview can focus on the mandate, priorities, and personal chemistry.

The cost structure is clear. Eighty percent goes to the consultant and twenty percent to us. No setup fee, no percentage of savings, no minimum contract term. You see the total price upfront and can stay within your budget.

Your consultant will oversee the project from the requirements profile through to handover. During the project, dashboards, responsibility matrices, and process documents will be implemented and delivered in a ready-to-use format. If the collaboration is successful, the manager can transition into a permanent role without incurring new recruitment costs, ensuring continuity and retaining the knowledge within the organization.

The interim manager coordinates demand, supply, and capacity planning, fine-tunes MRP parameters, and manages just-in-time deliveries. OTIF rates rise, express shipping costs fall, and customers are unaware of any behind-the-scenes turbulence.

Transportation contracts are renegotiated based on route analysis, and seasonal inventory is reduced through ABC inventory management and product rotation. Lean and Six Sigma reduce waste in picking, packing, and delivery, thereby increasing inventory turnover, improving load utilization, and freeing up working capital.

Customs Code, hazardous materials, export controls, and sustainability requirements are managed without gaps. A structured risk matrix with clear responsibilities at every level makes deviations visible in a timely manner, strengthens traceability, and ensures the company stands firm during audits and customer inspections.

The manager must integrate sales, production, and distribution into a single S&OP process. Decisions are made using real-time dashboards that link OTIF, inventory turnover, and freight costs directly to operating profit.

Operators, buyers, drivers, and 3PL partners receive clear goals, follow-ups during daily meetings, and prompt feedback. A coaching approach boosts engagement, reduces staff turnover, and makes 5S and Kaizen part of everyday operations, not just a campaign.

Port strike, container shortage, or system failure? The consultant has backup routes, alternative suppliers, and contingency plans ready. Decisions are made quickly, communicated clearly, and documented for future improvement.