Supply Chain Management is a vast and fascinating arena wherein all participants are required to perform in an aligned, collaborative, and engaged manner to achieve mutually agreed objectives. As in other disciplines within the business to achieve this it is essential to have the right level of expertise on board. 


The Coterie team are specialists in ensuring organisational strategic decisions are carefully considered and investments made to ensure they have a positive influence in your supply chains meeting customer segment needs.

In over 20 years of transforming supply chains the vast majority of clients were primarily focused on the transactional processes with little regard for the strategic decisions driving these different functions. Late delivery of ordered materials, poor levels of schedule adherence in production, inaccurate data, high inventory levels, coupled with inadequate skills and abilities all stem from strategic decisions taken or not considered by the senior management team.

There is often a poor appreciation of the crucial role performed by partners in ensuring your company are able to meet customer needs. Understanding the uncertainty around implied demand and implied supply would enlighten the sourcing function in selecting the most appropriate suppliers. Focusing on the efficiency vs responsiveness spectrum further defines performance levels required from the supply base. This would naturally lead on to other strategic decisions such as the formulation of supply chain strategies, and how to structure the different drivers of this function.

Coterie SCM team members, who hold post-graduate degrees in this field, will ensure all strategic decisions are considered. This will ensure your supply chains becomes a value adding function. Through raising performance levels and reducing costs, internally and with your partners, leads to an aligned and collaborative environment where continuous improvements become a way of life.

When strategic decisions that directly influence how supply chains are to operate are either not properly considered are avoided the transactional side of this function will lack direction. This inturn will continuously fail to meet market segment requirements.

• High inventory levels, lost sales, and obsolesence.
• Misaligned partners causing late deliveries, poor quality, and higher manufacturing costs.
• Non-optimal supply chain structures which raise costs.
• Poor communication and limited agility across the supply base.

While our list of shortfalls is far from definitive, they all result from decisions made at the strategic management level.