CASE STUDIES

The Problem A leading B2B electronics company faced a decline in market share due to inefficiencies in supply chain functions. Challenges with lead times, costs, and on-time delivery impacted their ability to compete, necessitating a comprehensive supply chain transformation to regain market share ...

Company Overview:

The Challenge A contract manufacturer desires to grow and expand their portfolio to reduce risk/dependency on a single customer that represents a large portion of their portfolio. The client communicated that inventory management, including inventory planning and inventory control, was a known ...

Two construction material companies were recently purchased by private equity with the task of merging in-common resources and identifying cost-savings with a goal of improving EBITDA by $2 million in the next fiscal year. The COO of the new entity engaged Waypost Advisors to assess key business ...

Our client, a food manufacturing company, was seeking to expand production and meet consumer demand. This expansion required increased storage capacity of raw material inputs including bulk agricultural materials. Their existing facility lacked direct rail access, and our client was interested in ...

A leading food company specializing in innovative plant-based meat products faced significant capex requirements while building a new facility for a new product line. The necessity of refrigerated storage for both raw materials and finished goods was a critical factor driving the capital ...

A medical device company decided to consolidate their storage and shipping capabilities from five locations to one. The need for the consolidation was driven by a partial divestiture as well as opportunity for cost-savings of $300,000/year. The Company hired Waypost Advisors to Project Manage the ...

The Problem: A $650 million agriculture, food and beverage manufacturer approached Waypost Advisors after an internal audit of their North American business revealed missed opportunities for business growth and optimization. After fixing the problems for which they already had internal solutions, ...

“I have too much inventory and too little inventory … at the same time!”

Pop Quiz: How many bottlenecks can you have in a process at any given time? And how much is it costing you?

Inventory Management Case Study: How much inventory should I have? “I feel like we have too much inventory.”

What would need to be true to make more money without selling an additional unit or increasing prices? Or perhaps to improve the level of service to your customers without adding costs?

How can supply chain add value to the business? Let’s start with a few definitions.

What analysis are you using to make the right decisions about your products or service offerings?