Fixed-scope project
Supply chain transformation
Rebuilding how your Japan operation plans, stocks and delivers — done by people who have run it, not observed it.
Most supply chain projects in Japan are staffed by people who will never have to live with the result. We take these projects differently, because for us they usually have a second act: the monthly office that runs what the project built.
Each project has a defined deliverable, a fixed fee and an end date. Where you have the capacity in-house, we hand over the working papers; by default, we carry the changes out ourselves.
Scope
What a project typically covers
Rebuilding the planning process
Redesigning how demand plans and supply plans are made and reconciled: who plans what, at which level of detail, on which calendar, with which rules for exceptions. This is usually where a chronically wrong forecast or a swollen inventory actually gets fixed.
Standing up the monthly planning meeting
Establishing S&OP — the monthly meeting where sales and operations agree one set of numbers — with the agenda, the pre-work and the decision rules that make it stick. Standing it up takes weeks; making the room behave takes a quarter, and we stay for that part.
Reassessing logistics partners
Evaluating your third-party logistics provider — the warehouse and delivery contractor — against cost, service and contract terms, running the selection if a change is warranted, and managing the migration without interrupting supply.
Planning-system implementations
Supporting Kinaxis and SAP planning implementations from the business side: key-user work, process design around the tool, training, and parallel running. We have done this inside a foreign-owned manufacturer in Japan — as the operator, not as an adviser watching from the side.
Method
Diagnose first, with numbers
Projects start from measurement, not from workshops. If we are not already running your Managed SCM Office, the usual first step is the one-time Supply Chain Health Check on your own data — so that the project scope is set by what the numbers expose, and the result can be verified against the same numbers afterwards.
When the project ends, you choose what happens next: your team runs the new process with the working papers we hand over, or the monthly office keeps running it for you. Both are designed for; neither is assumed.
Start by reading one report.
The sample runs to six pages: an eight-KPI summary, three findings with what each one costs, and three next actions. It is built on synthetic data — no client figures — but the structure and the KPI definitions are the ones we use.
