Tamarack specialises in supply chain strategy and performance improvement. Our background is in blue chip consultancy. We focus across supply chains working for both manufacturers and retailers on infrastructure, planning and operational performance.

All successful businesses survive and thrive in the fast changing business environment using an array of estimates, assumptions, and extrapolations of what they are doing today. But there are an ever growing number of situations that require more rigour, more clarity and more consideration before moving to the next stage of action.

Tamarack is about supplementing your internal team with expertise, experience and pure hard analysis. We deliver rigorous answers to strategic and operational supply chain questions. We provide engagement with, and clarity for your team. We focus on a clear view of the actions required. We have the realism to drive the implementation.

At the strategic level – exploring and defining the right infrastructure and product flows for your business;

• Where is the right location for my new facility?
• What roles does the Developing World have in my business, and how do I maximise the benefit?
• What opportunity is there to improve what I do at existing sites, and is this better in the long term than building a brand new facility?
• How do I get really useful benchmarks of our performance?
• How should customers and suppliers be engaged both physically and collaboratively?

At the operational level – confirming and developing the right inventory, capacity, service and product flow management policies and controls to run your business;

 

• How can supply be more closely synchronised with demand?
• How should forecasting be made to add value rather than add chaos?
• Should I fix Manufacturing quantities or frequencies to achieve best control?
• What mix of inventory and spare capacity to achieve service at the lowest cost?
• How to tune planning systems to actually produce the savings they were supposed to?

At the human level – reviewing the people driven processes – ensuring trained quality people are operating the right procedures, in a supportive culture, all aligned with your Supply Chain objectives;

• How can the pan European forecasting process work into one agreed business forecast?
• How do we get an effective Sales & Operations Planning process delivering results?
• What KPIs should be implemented to make this happen?
• How do you get buyers to take into account supply chain dynamics and costs?
• How does that process really work?
• Do we need a systems change or renewal?

At the financial level – benchmarking and checking you have the right budgets, linking your investment to defined service levels.

 

• What are they all doing ? – what services, at what cost?
• Surely we can do that better?
• Do we really need to do that – does anyone read that report, or value that work?
• What can we afford to do going forward?
• How do I get my team to ‘buy-in' to make these changes?
• What priority do these activities have?