Independent consulting for supply chain planning, buying and trading in fashion, apparel and footwear. Brought in early — before the vendor is chosen, before the operating model is locked — to segment, streamline and shorten the path to value.
Generalist transformation work assumes the shape of the problem. In fashion, apparel and footwear it pays to know the specifics first.
Brought in before the vendor shortlist is drawn up. The work most often skipped — and most often the reason programmes overrun later.
Different products move through the chain differently. Segmentation makes that visible, and turns a single overloaded network into one that serves each segment on its own terms.
The three processes where value is most often quietly lost. Deep experience across IBP, S&OP and matching the buy plan to OTB — with an eye on what fashion actually needs from each layer.
Most S/4 upgrades deliver a technical migration and little else. Pre- and mid-programme: designing the supply chain value case, keeping the planning and buying capabilities from being traded away for schedule.
The shift from market-by-market buying to globally planned, centrally governed assortments. Operating-model design, governance between brand-planning and market-execution, and the sequencing that protects in-season flexibility.
Late-stage customisation, size-level postponement, regional finishing. Where the investment actually pays back, where it doesn't, and how to structure the supply chain so postponement becomes an advantage rather than a complication.
Most transformation programmes are sold before the problem is understood. A specialist brought in at the start changes what gets built — and what doesn't.
Fashion, apparel and footwear supply chains carry specifics that generic retail playbooks miss: size curves, seasonality, style-level demand, collection cadence, open-to-buy dynamics, in-season reaction. A programme that doesn't account for these pays for the oversight later.
Involving specialist expertise pre-solution is the fastest, cheapest intervention available. It shapes the vendor brief, the scope, the operating-model target, and the sequencing of the programme — before the expensive commitments are made.
When an engagement needs more hands or deeper specialism, I bring in trusted domain experts — people I've worked with before and would staff a programme with personally. One accountable partner; the right people around the table.
A short conversation is the best starting point. Whether you have a defined brief, an RFP on the horizon, or just a suspicion that the current approach isn't right — worth a call.