Cross-functional supply chain and inventory planning for $10M–$200M operating businesses where physical product flow drives the P&L — DTC and CPG brands, multi-channel retailers, food and beverage producers, multi-site hospitality groups. Demand forecasting, inventory positioning, production scheduling and supplier strategy, surfaced where capital decisions actually get made.
Supply Chain & Inventory is rarely one job. Engagements typically braid two or three sub-offers, led by the partner with the most relevant operating experience.
Forecast at the SKU / channel / region level. Maintained continuously, not in monthly cycles.
How much, where, and in what form. Working capital as a dial, not a constraint.
For manufacturing and CPG. Capacity, lead time, changeover, supplier dependency surfaced where decisions get made.
Consolidation, lead-time discipline, terms negotiation. The relationships that protect the next downturn.
Monthly S&OP review built around decisions, not status. The meeting that drives the next 90 days.
Right-sized tooling for your scale. Often less than the vendors will tell you.
The partner who takes your first call is the partner in the room. We don't sell what we haven't run.
Any operating business with physical product flow — CPG, manufacturing, multi-channel ecommerce, hospitality groups with significant supply chain.
Same operating discipline, but led by an operator who has run the function — not a methodology consultant. We sit in the seat, not in the deck.
6 months to stand up, then ongoing monthly cadence — often inside a fractional CFO retainer.
Matt Putra for consumer / CPG / manufacturing, Leandro D'Elia for capex-heavy and resources contexts.
We help select and implement, but we are sector-agnostic on tooling. Right-sized, not vendor-driven.
