Most supply chains are optimised locally. Few are designed end-to-end. Network topology gaps, S&OP processes that don't drive decisions, and invisible loss collectively erode margin without appearing on any single P&L line. These frameworks are drawn from P&G and Kraft Heinz — applied to find structural cost and service opportunity, then build the operating rhythm to sustain it.
Network topology gaps, S&OP processes that don't drive real decisions, and invisible loss collectively erode margin without appearing on any single P&L line. The frameworks here are drawn from P&G and Kraft Heinz — applied to identify structural cost and service opportunity, then build the operating rhythm to sustain it.
Each practice area can be engaged independently or as part of a connected transformation. The Total Delivered Cost lens runs through all of them.
Node-level analysis of distribution footprint, DC throughput economics, and transport lane efficiency. Covers make-vs-buy, co-manufacturing configurations, and inventory positioning — using Total Delivered Cost as the primary lens, not unit logistics cost. Scenario-modelled against demand volatility and service-level commitments.
S&OP transformation from a calendar exercise to a decision-making engine. Diagnosis covers demand sensing accuracy, consensus forecast bias, supply response latency, and financial bridging cadence. Output is an IBP framework linking volume, supply, and P&L in a single reconciled view with governance that drives accountability, not compliance.
Cost-of-goods and cost-to-serve decomposition across the value chain using a P&C tree methodology — isolating volume, mix, rate, and efficiency variances from transient price effects. OEE-based loss analysis surfaces hidden capacity and yield opportunity before any capital is deployed.
Factory and distribution operating systems built on Lean principles — pull scheduling, flow balancing, standard work — integrated with HPO frameworks covering team structure and accountability cascades. Focus on converting CI ambition into sustained plant-level habit rather than project-based improvements that regress.
The most underinvested lever in operational transformation. A tiered Daily Management System — from frontline shift reviews to monthly leadership forums — with visual management boards, KPI cascades, and structured escalation protocols that translate strategic objectives into daily shop-floor decisions.
Data builds conviction before any recommendation. Capability is embedded before exit.
Quantified baseline of current-state cost, service, and loss. Data-led hypothesis before any solution framing.
Future-state architecture with scenario modelling, business case, and implementation sequencing.
Hands-on implementation support — not deck delivery. Embedded alongside functional teams until traction is proven.
Operating rhythm, governance cadence, and capability transfer designed so results compound — not regress.
Not templates from a consulting library — frameworks built into muscle memory across two decades of global operations, adapted to each business's scale and urgency.
Demand, supply, financial, and strategic reconciliation in a single monthly cadence — replacing siloed S&OP with genuine cross-functional alignment.
Availability, Performance, and Quality loss decomposition — identifies highest-value improvement opportunities before capital is committed.
Manufacturing, logistics, inventory carry, and service failure cost in a single lens — the primary criterion for network and sourcing decisions.
Tiered review architecture from shift-level to executive — visual management and escalation that keeps strategy connected to daily execution.
If your supply chain is costing more than it should, performing below what it could, or not integrating well with your India operations — let's have a direct conversation.
Or email directly: connect@beanz.in