Even the most well-designed strategy delivers little value if it cannot be executed effectively. Proper implementation ensures that the organization achieves its objectives for cost efficiency, service levels, risk mitigation, and operational resilience.
SCT’s advisors help companies strengthen their operational and financial performance while reducing risk, improving supply reliability, lowering costs, enhancing quality, and increasing optionality.
By assessing the end-to-end supply chain—from sourcing and logistics to manufacturing and distribution – we identify opportunities for improvements along with risks that can expose the business to disruption or unnecessary cost. Through analysis, design, and implementation, we help diversity the supply base, optimize inventory, improve business terms and collaboration with key suppliers, and implement procurement best practices. The result is a more resilient, agile, and cost-effective supply chain that not only supports current business objectives but also provides flexibility to adapt to future market, geopolitical, or demand shifts.
SCT follows proven process-area specific methodologies across functions to ensure effective success criteria are established, that contracts are designed to support organizational objectives, and that process design, transition planning, and performance monitoring align to support success for the organization and its partners.
When developing a supply chain strategy for sourcing, several major strategic decisions must be made to align procurement activities with overall business objectives. These include determining which categories or components to make versus buy, defining the optimal global sourcing footprint and supplier base size, and deciding on the balance between single-sourcing for efficiency versus multi-sourcing for resilience. Companies must also establish sourcing models—strategic partnerships, joint ventures, or transactional relationships—and determine how much to centralize or decentralize procurement governance. Other critical decisions involve setting cost, risk, and sustainability priorities; defining supplier segmentation and performance management approaches; and deciding the level of digital enablement, analytics, and automation to embed within the sourcing process.
SCT’s Advisors play a pivotal role in implementing a supply chain strategy for procurement by bringing specialized expertise, an external perspective, and structured methodologies that accelerate initiatives. We support the development of a tailored sourcing and procurement strategy, including category strategies, supplier segmentation, risk management frameworks, and cost optimization plans. SCT de-risks transformational initiatives by leading change management, supporting technology selection and integration (e.g., e-sourcing, procurement analytics, or ERP modules), and establishing governance, KPIs, and dashboards to track performance. Additionally, we provide benchmarking insights, introduce industry best practices, and facilitate knowledge transfer to internal teams, ensuring sustainable improvements and enabling the organization to execute the strategy effectively while focusing internal resources on core business priorities.
When developing a supply chain strategy for logistics procurement, the major strategic decisions revolve around aligning transportation approaches and partnerships with business objectives while balancing cost, service, and risk. Key decisions include:
- Determining the optimal network design—number, location, and role of warehouses and distribution centers, mix of transportation modes (road, rail, air, sea) and lanes to meet service and cost targets. This is a critical pre-requisite to the process that precedes the deep dive on logistics strategy, and can be satisfied either with a network modeling engagement, or the development of a longer term solution akin to a digital twin of your supply chain.
- Companies must decide whether to invest in private assets (trucks and trailers), and even if so, how to leverage third-party providers for planning or maintain in-house capabilities, and if outsourcing, which model (e.g., 3PL, 4PL, contract logistics) best fits strategic needs.
- Other critical choices involve carrier and partner selection criteria, contract structures, performance metrics and KPIs, risk management approaches (e.g., capacity, disruption, compliance), technology adoption for visibility and optimization, and sustainability objectives such as emissions reduction and green logistics initiatives. These decisions together define how logistics procurement supports agility, resilience, and competitiveness in the supply chain.
SCT’s advisors bring expertise, industry benchmarks, and structured methodologies. We design optimized distribution strategies, including network footprint, transportation modes, and warehouse operations. Consultants can support sourcing decisions for carriers and 3PL providers, negotiate contracts, and define service-level agreements and KPIs to ensure alignment with business objectives. We can also assist with technology selection and integration for transportation management systems and visibility platforms. Additionally, we facilitate knowledge transfer to internal teams, ensuring sustainable improvements and enabling the organization to execute the strategy effectively while focusing internal resources on core business priorities.
When developing a supply chain strategy for warehousing and distribution, several major strategic decisions must be made to ensure the network supports business objectives efficiently and responsively.
Key decisions include determining the optimal network design, such as the number, location, and size of warehouses or distribution centers, and whether to operate them in-house or outsource to third-party logistics providers. Companies must:
- Decide what degree of centralization versus decentralization is warranted to balance service levels, inventory costs, and responsiveness. These emerge as templates to be deployed to drive a higher level of operational effectiveness while maintaining a level of agility in process and layout design.
- Define storage and handling strategies (e.g., automated vs. manual, bulk vs. segmented picking) and designing order processing strategies to balance service level expectations with operational efficiencies.
- Select 3PL partners and / or technology solutions for warehouse management, inventory visibility, and order fulfillment optimization.
- Establish performance metrics, service-level targets, and risk management approaches to address disruptions, capacity constraints, and regulatory requirements, as well as sustainability initiatives to reduce environmental impact across warehousing and distribution operations.
SCT’s advisors bring specialized knowledge, industry experience, and an objective perspective that internal teams may lack. We define the right insourcing or outsourcing strategy by assessing operational requirements, network design, and service level needs, ensuring alignment with business goals. We assist in evaluating and selecting suitable 3PL providers, conducting due diligence, negotiating contracts, and defining performance metrics and SLAs. We also provide structured project management for transition planning, process standardization, and change management, helping to minimize operational disruptions and risks during the handover. Additionally, we facilitate knowledge transfer to internal teams, ensuring sustainable improvements and enabling the organization to execute the strategy effectively while focusing internal resources on core business priorities.
