Diagnostic

Mapping and Measuring inventory levels and process flows in order to identify the key “working capital sinks” and the drivers thereof.

Quantifying the opportunity that is available from re-engineering of manufacturing and/or business processes in order to minimise both “dynamic” working capital (goods in the process of manufacture in transit) and “dead” working capital (inventories held in stock without a specific order or immediate requirement), as well as the opportunity to minimise inventory risks by compressing the overall order-to-delivery cycle time.
 

Implementation Support

Re-configuring or re-engineering business processes including forecasting, order entry, inventory policy and “make to order” strategy in order to reduce the levels of both inventories (Raw Material, Work in Process, Finished Goods) as well as lead times in the business processes, with the objective of reducing inventories at every stage of the manufacturing process.
 

Accounts Payable Management

Renegotiation of payment terms with suppliers to optimise cost in the light of company’s weighted average cost of capital in different economic scenarios; optimisation of invoice payment scheduling.
 

Accounts Receivable Management

Optimised management of accounts receivable including collections policy, renegotiation of payment and incoterms in the light of the Client’s financial position and WACC.