The problem
Raw material prices went up 15%. Sales say the market won’t accept increases. Production proposes larger batches for efficiency, which raises stock and ties up cash. Finance asks for stock reduction. Everyone is right from their angle – and the company has no shared picture of how these decisions influence each other.
Our approach
We build an integrated operational model of your company, not a generic report:
- Identify the pressure points and their indicators (margin, average selling price, stock turnover, utilisation, cash conversion).
- Map the causal links between them – with numbers, not arrows on a slide: how much of the cost increase passes into price, what happens to volume, margin, stock.
- Simulate scenarios on your data: “if we raise prices 5% and lose 8% volume”, “if we move to smaller batches”, “if we drop 10% of low-margin products”.
- Recommend a coherent set of decisions that all departments understand, with the indicators to track.
How it differs by industry
- Food processing: the critical link is raw material price → yield → product mix → margin; seasonality complicates simulation.
- Discrete manufacturing: capacity → lead time → price and semi-finished stock.
- Distribution and retail: supplier terms → stock → shelf availability → sales and returns.
What you get
An integrated, quantified picture of your situation, plus a simulation tool you can reuse for the next major decision.