Supply chains designed as systems and run as operations.
From supply chain design and network planning to S&OP, inventory, manufacturing supply chain and logistics, OREDJA has designed supply chains and has run them as executives and interim leaders. Supply Chain is a full discipline of the firm.
End-to-end architecture from plant and port to distribution and customer, with explicit trade-offs between cost, service and resilience.
02
Network Design & Planning
Distribution networks, distribution centre concepts and business cases, and the transition plans to reach them.
03
Inventory & S&OP
One reconciled plan across commercial, supply and finance; inventory policy and forecast discipline that release working capital.
04
Manufacturing & Logistics
Plant logistics, line feeding, material planning, warehousing and transport, run on trusted data and daily routines.
05
Resilience & Risk
Supply-risk mapping, dual sourcing, modal choices and inventory positions that keep operations running through disruption.
A discipline in its own right.Plant logistics, planning, inventory and distribution are operating problems with their own methods, data and people. Supply Chain is not a category to be sourced.
Designed end to end, from plant to customer.Flows, nodes, inventory positions and operating-model choices are assessed as one system, with explicit trade-offs between cost, service and risk.
Run by people who have run it.OREDJA’s leadership has held executive and interim supply chain roles across retail, luxury, industrial and life-sciences operations. Recommendations are built to be executed.
Connected to procurement deliberately.Supplier delivery performance measured on the shop floor and logistics sourced with the rigour of direct materials: the link to Procurement is designed, not assumed.
Our point of view
Supply chains are decided in a handful of structural choices: where to make, where to hold inventory, how to plan and how to move goods. Those choices are usually made once, under pressure, and then defended. We model them before they are made, with the client’s data in a digital twin, and we revisit them as tariffs, demand and suppliers change.
Design is only half of it. A network that is not run with routines drifts back within a year. That is why our supply chain work always includes the S&OP cycle, the inventory parameters in the ERP and the shop-floor management that keeps the design alive, and why we stay through the first planning cycles.
Capabilities in depth
Supply chains designed as decision systems, then run that way
Supply Chain is a full second discipline at OREDJA: network design, planning, inventory, plant logistics and distribution, modelled before they are changed and run with routines afterwards.
01
Network design and digital twin
The physical supply chain modelled end to end in Coupa Supply Chain Design, the platform formerly known as LLamasoft Supply Chain Guru, so that footprint, flow and sourcing decisions are tested before they are made.
A monthly cycle with real decisions: demand review, supply review, reconciliation and an executive meeting that arbitrates, supported by SAP IBP or the client’s planning stack.
S&OP cycle, roles and calendar
Demand planning and forecast accuracy
Supply and capacity planning
Scenario preparation for executive decisions
03
Inventory and working capital
Inventory targets by material group, safety stock policies, ageing and excess control, and the planning parameters that keep the numbers honest in the ERP.
Inventory segmentation and targets
Safety stock and MRP parameters
Excess and obsolete control
Working capital programmes
04
Manufacturing supply chain
Plant logistics from receiving to line feeding: material management organisation, milk-run feeding models, warehouse layout and the shop-floor routines that keep lines running.
Material planning and line feeding
Warehouse layout and flows
Shop-floor performance management
SAP S/4HANA logistics enablement
05
Logistics and distribution
Distribution networks, transport modes and warehouse operations designed for service and cost, with the air-to-sea and last-mile trade-offs made explicit.
Distribution network and warehouse design
Transport mode and carrier strategy
Omnichannel fulfilment
Logistics performance and cost control
06
Resilience and risk
Supply and network risks mapped, dual-sourcing and buffer policies designed by criticality, and control-tower visibility where it changes a decision.
Supply risk mapping
Dual sourcing and buffer policies
Control tower and visibility
Business continuity planning
Supply chains designed as systems and run as operations.
Operating model explorer
The Supply Chain model, node by node
Plan, Source, Make, Deliver, Steer. Select a node to see what it contains, what OREDJA does there and where AI can support it once the routines and data exist.
Plan
S&OP, demand and supply planning, inventory targets and the parameters that drive the ERP.
Select an element to see what it means in practice
S&OP
One monthly cycle that reconciles demand, supply and finance into a plan leadership signs.
Demand planning
Forecast accuracy measured by item and horizon, with variability understood rather than averaged away.
Supply planning
Capacity compared with demand by period, constraints and lead times made explicit before they bite.
Inventory targets
Service level, working capital and inventory policy balanced by material group.
MRP parameters
The ERP settings that translate the plan into orders, maintained rather than inherited.
What OREDJA does here
OREDJA has designed and run S&OP for multi-division regional businesses and rebuilt planning inside manufacturing plants.
AI lever, when the foundation is ready
Forecast enrichment and exception detection on top of a governed planning process.
Source
Supplier performance, logistics sourcing, transport contracts and the link to procurement.
Select an element to see what it means in practice
Supplier delivery performance
On-time and in-full measured at receipt and fed back to procurement and the supplier.
Logistics RFQs
Transport and warehousing sourced with the rigour of direct materials.
3PL and carrier contracts
Service levels, tariffs and penalties written so that performance can be managed.
Modal choices
Air, sea, road and rail decided by lead time, cost and carbon, not by habit.
What OREDJA does here
The bridge to the Procurement discipline: OREDJA sources logistics and manages supplier delivery performance as part of the supply chain, not apart from it.
Make and plant logistics
Receiving, storage, line feeding, inventory accuracy and the plant’s material management organisation.
Select an element to see what it means in practice
Layout and flows
Receiving, storage and line feeding laid out for the shortest, safest path of material.
Line feeding
Milk runs, kanban and kitting sized to consumption so that lines never wait.
Inventory accuracy
Cycle counts and root-cause routines that make the record trustworthy.
5S and WMS
A disciplined warehouse and a system that records every movement.
Material management team
Roles, skills and daily routines that keep the plant supplied without heroics.
What OREDJA does here
OREDJA has led plant logistics turnarounds as interim head of supply chain, rebuilding teams, data and flows.
AI lever, when the foundation is ready
Shortage prediction and inventory anomaly detection feeding the daily routine.
Deliver
Distribution networks, distribution centres, omnichannel fulfilment and last mile.
Select an element to see what it means in practice
Network design
Number and location of hubs decided on modelled cost, service and risk.
Distribution centres
Capacity, processes and systems sized for the flows the network sends them.
Fulfilment centre
Online orders served without competing with stores for stock.
Carrier network
Carriers managed on service levels by lane, with alternatives ready.
Last mile
Delivery promise and experience designed as part of the product.
What OREDJA does here
From multi-country DC networks to luxury last mile, OREDJA has built delivery operations as executives and redesigned them as consultants.
AI lever, when the foundation is ready
Dynamic routing and service-level monitoring across carriers.
Steer
Vendor-to-shelf KPIs, governance routines, cost and service dashboards, operating-model reviews.
Select an element to see what it means in practice
KPI dashboard
Vendor-to-shelf indicators, defined once and read by everyone.
Shop-floor management
Daily routines where problems are seen, owned and closed.
Cost and service targets
Targets set by channel and market, reviewed monthly with Finance.
Operating model review
A periodic check that roles, routines and systems still fit the business.
What OREDJA does here
OREDJA installs the performance system, from daily shop-floor routines to monthly regional reviews, and the organisation that runs it.
AI lever, when the foundation is ready
Governed information flows and decision support across the chain, drawing on the same data the KPIs use.
Selected impact
Supply Chain transformations
A regional network redesigned with Supply Chain Guru for a global luxury group.
01Supply ChainRetail & Consumer Goods
3 daysShorter delivery lead time to boutiques and partners, with inventory down 7%, after the supply-planning and network redesign
A luxury group served boutiques, partners and online customers from a network that had grown by acquisition. OREDJA modelled it in Supply Chain Guru, tested the alternatives with the group’s own data and implemented the chosen design with a new supply-planning cycle. Delivery lead time fell by three days and inventory by seven per cent.
