Define demand and the service promise
Establish the demand profile, order characteristics, customer requirements, current service, and operating constraints.
The short answer
Pursuing Excellence evaluates supply chain and distribution networks against the economics and service requirements of the business. The work considers facility footprint, capacity, inventory positioning, transportation, labor, sourcing, and the practical transition into the recommended network.
When this
becomes a priority.
The lowest modeled cost is only useful if the operation can deliver it. PX combines scenario analysis with operational judgment about site capability, labor, system readiness, customer commitments, and the cost of transition.
- Freight, labor, and inventory costs are increasing faster than volume.
- The service promise has outgrown the current footprint.
- An acquisition or consolidation has created overlapping facilities.
- Leadership needs to test expansion, relocation, or outsourcing choices.
From the facts to the work
What the engagement
can cover.
The scope follows the business need. These workstreams define the decisions, controls, and delivery responsibilities that matter.
Model credible network options
Compare footprint, capacity, inventory, freight, handling, labor, and capital assumptions. Test sensitivity to volume, rates, and service expectations.
Validate the operating reality
Review site capability, material flow, staffing, system dependencies, and transition risks with the people responsible for execution.
Lead the network transition
Sequence facilities, inventory, carriers, people, and systems into a controlled plan with milestones and service protection measures.
A concrete result
What your team
leaves with.
Practical decisions and usable operating tools, with owners, measures, and a path into execution.
- Current network and cost baseline
- Demand, capacity, and service assumptions
- Scenario comparison and sensitivity analysis
- Recommended footprint and operating model
- Capital and transition priorities
- Implementation plan and network scorecard
The experience behind the work
Grounded in
operating reality.
At a private equity backed outdoor furniture manufacturer, Warren expanded fulfillment from one to five distribution locations in 12 months, increasing two-day delivery coverage from 40% to 97.6%. At a publicly traded home furnishings retailer with $1.4B in revenue, broader network and carrier changes reduced logistics cost 14%.
Explore Warren’s experienceResults reflect Warren's prior executive roles and the teams involved.
Questions leaders ask
Before you
make the call.
What does distribution network design include?
It evaluates the number, location, role, and capacity of facilities together with inventory, transportation, labor, service, and capital requirements. A useful recommendation includes a feasible transition plan and clearly states the assumptions behind its economics.
Can network design improve service and cost together?
It can reveal opportunities to improve both, but the trade-offs depend on demand, shipment profile, inventory, capacity, and service expectations. PX compares scenarios and validates the operating assumptions rather than assuming that every change produces both benefits.
Do you support manufacturing and service operations?
Yes. The scope can include manufacturing-to-distribution flow, procurement, demand and capacity planning, repair depot execution, returns, and deployment. The network is considered as part of the end-to-end operating system.
Start with a conversation
Review your network priorities.
Start with a focused 30-minute conversation about your situation, the value at stake, and the right next step.