Work that delivers. Measured by outcomes.

The Challenge

A leading medical equipment manufacturer facing margin pressure, operational complexity and growing sustainability obligations — with no clear roadmap to address all three simultaneously.

What We Did

Full E2E diagnostic across commercial, operational, systems and sustainability dimensions. Designed and implemented S&OP processes, overhauled logistics structures, and developed a product redesign recommendation for lower-impact manufacturing. One of our most comprehensive engagements — touching all three pillars.

Pillars Engaged

Sector

Medical Equipment / Manufacturing

The Challenge

A global wind turbine manufacturer under pressure to reduce supply chain costs across a complex international supplier base without compromising delivery performance or quality.

What We Did

Commercial diagnostic and structured savings delivery programme. Identified and executed supplier cost reductions, restructured commercial terms, and improved procurement efficiency across a multi-country supply base. Savings delivered against a defined programme timeline.

Pillars Engaged

Sector

Renewable Energy / Wind OEM

The Challenge

The iconic British model railway brand faced rising logistics costs and supplier performance issues across its far east supply base, with complex inbound flows into the UK.

What We Did

End-to-end logistics review identifying cost reduction and resilience opportunities. Designed and managed a programme to transition far east supplier relationships — delivering structural cost improvement while improving lead time performance and reducing single-source dependency.

Pillars Engaged

Sector

Consumer Goods / Retail

The Challenge

Two major UK retailers needed an independent review of their far east sourcing operations — identifying where commercial value was being left on the table across supplier terms, product costing and logistics.

What We Did

Strategic supplier review across far east sourcing operations. Commercial diagnostics mapped the full cost base and identified significant savings opportunities. Delivered a prioritised action plan covering supplier renegotiation, logistics restructuring and product cost reduction.

Pillars Engaged

Sector

Retail / Consumer

The Challenge

A growing QSR operator looking to develop a next-generation restaurant model — one that could operate with minimal management overhead while maintaining quality, consistency and commercial performance.

What We Did

Developed the full operational and commercial concept for a managerless, autonomous restaurant model. Covered operational process redesign, technology integration strategy, staffing model, commercial viability assessment and a phased implementation roadmap. A genuinely future-facing engagement that sits at the intersection of all three pillars.

Pillars Engaged

Sector

Quick Service Restaurants / Food Service

The Challenge

A growing QSR brand facing margin pressure and operational inconsistency across its estate — needing clear diagnostic insight and a practical improvement plan.

What We Did

Operational review assessing unit economics, throughput efficiency and service model performance. Menu profitability analysis identified low-margin lines and mix improvement opportunities. Delivered a prioritised improvement roadmap grounded in commercial outcomes — practical, sequenced and measurable.

Pillars Engaged

Sector

Quick Service Restaurants / Food Service

The Challenge

A leading UK university wanted to assess whether its supply chain and operations curriculum was keeping pace with the structural shifts reshaping the profession — particularly around decarbonisation, digital transformation and regenerative business models.

What We Did

Reviewed existing supply chain courses against the demands of a regenerative, low-carbon economy — identifying gaps in sustainability, circular economy and digital content. Delivered a guest lecture on the future of supply chain practice to students and faculty, drawing on live client work and emerging trends.

Pillars Engaged

Sector

Education / Higher Education

The Challenge

A major NHS new hospital build programme needed a supply chain strategy that balanced commercial efficiency, resilience under pressure, and increasingly stringent sustainability requirements — across a complex multi-stakeholder public sector environment.

What We Did

Designed the end-to-end supply chain model for the capital programme — covering procurement strategy, supplier selection frameworks, logistics planning, risk and resilience design, and sustainability integration. Delivered simultaneously across the commercial, operational and regenerative dimensions. One of our most complex and impactful engagements to date.

Pillars Engaged

Sector

Public Sector / Healthcare Capital