Supply Chain Consulting Editing and Proofreading Services

A client has eleven weeks of stock on the balance sheet and cannot fulfil orders. Both things are true at once, and until somebody says where the inventory actually is — in transit, in the wrong region, committed to a customer who cancelled, or sitting as a component that will not be needed until the autumn — every recommendation about ordering policy is a guess. The finding, not the recommendation, is the piece of work that changes anything.

We edit what supply chain consultancies and internal improvement teams produce — diagnostic reports and current-state assessments, inventory and network analyses, process maps and operating model documents, business cases for change, implementation plans and playbooks, workshop material and steering group packs, and the findings presented to a board that has heard several of these before. Our editors work on reports whose conclusions have to be believed by the people they describe.

The diagnostic finding is what a supply chain report lives or dies on, and its failure is a recommendation floating free of any observation. A recommendation the client can dispute the basis of will not be implemented. We work through these so the finding states what was measured, over what period and from which system, since a number the client's own team cannot reproduce will be attacked instead of acted on; so the inventory is broken down by why each portion exists rather than by value, because obsolete stock, safety stock, in-transit stock and stock committed against cancelled demand are four different problems presented as one figure; so the finding names the decision that produces the behaviour, given that people follow the measures they are set and the ordering pattern is usually rational from where the buyer sits; so what the current process actually does is separated from what the documented process says, as the gap between them is the finding; so anything the analysis could not see is stated plainly, since a report with no acknowledged blind spots reads as a sales document; so the recommendation carries the cost of doing it and who has to stop doing something else, because capacity is the constraint that kills implementation; and so the executive summary contains the finding rather than the reassurance. Reports written this way get implemented.

Everything you send is treated in confidence, including client data, commercial analysis and draft findings. We are editors rather than supply chain consultants or analysts, and we offer no view on inventory, network design or operational decisions. What we can do is make the finding land.