When we conduct such a network assessment, our process is structured yet flexible, because every supply chain is unique. We begin by mapping the current network configuration—locations of sourcing, manufacturing, distribution centers, transport corridors, and tier-one and tier-two suppliers.
Using data analytics, we quantify performance metrics: lead times, inventory turns, logistics cost per unit, service levels, and risk exposures (supplier‐geographic, regulatory, environmental). Simultaneously, we conduct qualitative diagnostics through interviews with operations leaders, logistics teams, and procurement managers to identify process inefficiencies, decision rights ambiguity, and governance weaknesses.
The outcome is a comprehensive “state-of-the-network” report that highlights both strengths (for example, high fulfilment rates in key regions) and vulnerabilities (for example, a single-source supplier region exposed to natural disaster risk).
We then prioritize issues based on impact vs effort and provide actionable insights —for instance, shifting a portion of inventory closer to demand clusters, rationalizing the warehouse footprint, renegotiating transport contracts, or redesigning supplier tiers to reduce complexity and cost.
Importantly, this assessment isn’t a one-off. It becomes the foundation of a networkoptimization roadmap — and drives measurable results.
Organizations that adopt this approach realize faster speed-to-market, lower supply-chain costs, greater agility in responding to disruptions, and improved decision-making through real-time visibility. In short, by understanding the architecture of their network, businesses can respond proactively to change, rather than react when it’s too late.
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