Supply Chain Strategy
For industrial companies reviewing how their supply chain should support long-term competitiveness. Establish the structural choices behind your service promise, production footprint and sourcing model before committing resources.
Book a callTypical client challenges
- Group and site teams have overlapping responsibilities, slowing decisions and leaving trade-offs unresolved.
- Production capacity, stocking points or service channels no longer match the markets the business serves.
- Make-versus-buy or sourcing decisions are driven by unit price rather than total cost, capability and risk.
Engagement scope
What the engagement can cover
Operating model and governance
Assess centralised and distributed responsibilities. Define decision rights, escalation paths and governance forums across sales, operations and finance.
Production and service networks
Compare production and converting locations, warehouse positions and service channels. Model total cost-to-serve alongside capacity, lead time and customer proximity.
Service and fulfilment choices
Segment service offerings and SLA structures. Decide where make-to-stock, convert-to-order or make-to-order policies fit customer expectations and product economics.
Make-versus-buy and sourcing
Evaluate in-house and external options using capability, risk and strategic control. Develop tender strategies, credible supplier competition and safeguards for sole or single sourcing.
How we work
Diagnose → Design → Deliver
Diagnose
Map the current operating model, demand, flows and constraints. Establish the facts behind service, cost and capacity trade-offs.
Design
Compare structural scenarios with your team. Agree the preferred model, decision ownership and business case.
Deliver
Translate the strategy into an implementation roadmap. Support governance routines and the handover of responsibilities.
Objectives and measurement
A shared baseline. Clear ownership.
Agree measures that make the strategic trade-offs explicit. Compare scenarios against a consistent baseline rather than optimising one function in isolation.
- Total cost-to-serve by segment and network scenario
- Service levels and fulfilment lead times
- Capacity utilisation and network resilience
- Decision ownership and implementation milestones
Who it is for
Typically engaged by
- CEO
- COO
- Chief Supply Chain Officer
Example deliverables
- Decision-rights matrix
- Network scenarios
- Make-or-buy assessments
- Risk-adjusted business case
- Implementation roadmap
Personally led
Niko Hietala
Every engagement is led personally by Niko, Menestio’s Founder & Managing Partner. He brings over 20 years in industrial supply chain, sourcing and operations in Europe and China, including his role as Senior Vice President, Supply Chain at Stora Enso Packaging Materials.
About NikoLet’s talk about your supply chain.
niko.hietala@menestio.comRelated services