Supply Velocity resources

Case Study Library

Results Case Studies

Explore quantified outcomes from supply chain and Lean transformation engagements. Filter by industry and focus area to find the most relevant examples.

31 case studies

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31 shown

DISTRIBUTION & WAREHOUSING, Lean Warehousing

Client Outcome

136,000 sq ft

DC Size

New Warehouse Stand-up – Aramsco

A safety products distributor with 40,000+ SKUs needed to open two large regional greenfield distribution warehouses in under 9 months as part of a PE-backed consolidation from 70+ locations to a hub-and-spoke model. We managed the full Florida DC stand-up — 136,000 sq ft opened on schedule and at budget despite two hurricanes.

Results Snapshot

136,000 sq ft

DC Size

Opened On Schedule

Timeline

At Budget

Budget

Key Insights

  • Full project management from permitting through construction, racking, IT, and staffing.
  • Inventory analysis and slotting consolidated branch inventory into regional DC.
  • Lessons Learned Playbook created for future DC stand-ups.
Lean Warehousing Facility Layout
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FOOD & BEVERAGE, Lean Warehousing

Client Outcome

22 to 12 (−45%)

Warehouse Staff

Lean Warehouse + Automation Catania Oils

An edible oils producer with a 220K sq ft warehouse designed for 12K pallets needed to plan for growth to 18K pallets while evaluating warehouse automation. We redesigned the layout with flow-through racking, reduced warehouse staff from 22 to 12, and increased storage capacity to 19,500 pallets — a 62% increase.

Results Snapshot

22 to 12 (−45%)

Warehouse Staff

12K to 19.5K Pallets (+62%)

Storage Capacity

~2/3 of Picking Time

Non-Value-Added Time

Key Insights

  • Time-and-motion studies revealed two-thirds of pick time spent on non-value-added FIFO rotation.
  • Flow-through racking design eliminated manual floor-stock rotation.
  • Velocity-code SKU classification optimized slotting for high-mix product line.
Lean Warehousing Facility Layout
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MANUFACTURING, Value Stream Mapping

Client Outcome

$4,000–$5,000/Kg (Untracked Yield Losses)

Raw Material Cost

Value Stream Analysis – Cannabis Products Company

A vertically integrated cannabis manufacturer faced cost opacity, retail stock-outs during channel expansion, and quality complaints after 10 years of entrepreneurial growth. Our value stream analysis across five key products exposed high-cost cannabinoid yield losses, excess packaging (some items with 3–50 years of supply on hand), and significant labor inefficiency.

Results Snapshot

$4,000–$5,000/Kg (Untracked Yield Losses)

Raw Material Cost

3–50 Years of Supply On Hand

Packaging Excess

5 Key SKUs

Products Analyzed

Key Insights

  • VSM and time studies quantified labor, packaging, raw material, and yield costs per product.
  • Identified high-cost cannabinoid material losses as the top margin improvement lever.
  • Exposed massive packaging over-purchasing across the product line.
Value Stream Mapping Lean Assessment
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MANUFACTURING, Lean Process Improvement

Client Outcome

68% to 84%

OTIF

Lean Process & Supply Chain – Chemical Company

A private equity carve-out from a global chemical company operated a virtual supply chain with 15 tollers, 9 3PL warehouses, and 3PL trucking — resulting in 68% OTIF and weeks-long customer inquiry resolution. We raised OTIF to 84% in two months, burned down a $22M backlog to under $10M, and eliminated 14,000 hours of non-value-added logistics work annually.

Results Snapshot

68% to 84%

OTIF

$22M to <$10M

Backlog

14,000 Hours

Annual NVA Work Eliminated

Key Insights

  • VSM and standard work documentation across tollers and 3PLs exposed process gaps.
  • Eliminated 10,000+ hours/year of unnecessary batch number reservation work.
  • Visual work instructions and SOPs standardized operations across dispersed sites.
Lean Process Improvement Supply Chain Optimization
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MANUFACTURING, Lean Process Improvement

Client Outcome

5.5 to 2.5/Month (−55%)

Defective Products

Quality Improvement & COPQ

A fast-growing, ISO 9001-certified chemical manufacturer had quality confined to the lab while 'hidden factory' problems — internal defects, customer complaints, order and shipping errors — eroded margins. We implemented rapid root cause analysis and COPQ tracking, reducing defective product from 5.5 to 2.5 per month and saving $300K annually.

Results Snapshot

5.5 to 2.5/Month (−55%)

Defective Products

$300,000

Annualized Savings

91.5% to 95.7%

First Pass Yield

Key Insights

  • Rapid 30-minute root cause analysis meetings the day after each defect drove fast resolution.
  • COPQ quantification made quality costs visible to leadership for the first time.
  • Cross-functional problem-solving replaced siloed quality-as-lab-function culture.
Lean Process Improvement Performance Measurement
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MANUFACTURING, Lean Process Improvement

Client Outcome

67% to 97%

On-Time Delivery

Lean Ops & Supply Chain – Chemline

A polyurethane manufacturer was losing an estimated $3–4M annually due to supply chain and quality issues. We implemented a comprehensive Lean Operations Framework, increasing on-time delivery from 67% to 97%, improving inventory turns by 39%, and reducing shipping errors to zero.

Results Snapshot

67% to 97%

On-Time Delivery

9.7 to 13.5 (+39%)

Inventory Turns

Reduced to 0

Shipping Errors

Key Insights

  • ML forecasting and SKU-class MRP eliminated stockouts, lifting inventory turns 39%.
  • Root cause analysis on every defect raised 1st Pass Yield to 94% and shipping errors to zero.
  • Lean warehouse redesign added 524 pallet positions, freeing batch-makers for production.
Lean Process Improvement Supply Chain Strategy
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MANUFACTURING, Value Stream Mapping

Client Outcome

130

Total Improvements Identified

Value Stream Analysis – Dial Henkel

A consumer products manufacturer of liquid detergent and air fresheners had sub-par financial results with no clear improvement path. Our cost-driver-focused value stream analysis identified 130 potential improvements totaling $7.3 million in savings, including $1.2M in materials loss and $0.5M in changeover reduction.

Results Snapshot

130

Total Improvements Identified

$7.3 Million

Potential Savings

$1.2M

Materials Loss Opportunity

Key Insights

  • Modified VSM approach focused on cost drivers rather than traditional flow mapping.
  • Cost-per-case normalization enabled apples-to-apples comparison across product lines.
  • 8 safety improvements implemented during the rapid improvement event itself.
Value Stream Mapping Lean Assessment
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MANUFACTURING, Supply Chain Strategy

Client Outcome

Global Supply Chain

Analysis Scope

Supply Chain Network Design – Fortune 50 Manufacturer

A Fortune 50 polymer manufacturer preparing a division for divestiture needed to evaluate supply chain footprint options to support planned growth while exiting parent company facilities on predetermined timelines. We modeled multiple network scenarios across global markets, enabling leadership to make informed footprint decisions.

Results Snapshot

Global Supply Chain

Analysis Scope

Multiple Footprint Options

Scenarios Modeled

Asian Market Capacity

Key Gap Identified

Key Insights

  • Baseline capacity analysis mapped current state against growth projections.
  • Multi-criteria scoring (CapEx, IP risk, reputation risk, NWC impact) evaluated candidate locations.
  • Scenario analysis provided leadership with clear trade-offs for each footprint option.
Supply Chain Strategy Facility Location & Network Optimization
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MANUFACTURING, Lean Process Improvement

Client Outcome

<50% to 85%+

On-Time Delivery

Lean Production – PSC Info Group

A PE-acquired printing and data management company had outgrown its original production processes — on-time delivery was below 50% and equipment-based departmental layouts couldn't meet demand. We transformed the facility from functional departments to flow-based production, driving OTD above 85% and increasing throughput 20%+.

Results Snapshot

<50% to 85%+

On-Time Delivery

+20%

Throughput

Departments to Flow Lines

Layout

Key Insights

  • Lean assessment identified product families and mapped sub-process takt times.
  • Facility re-layout replaced departmental equipment groupings with flow-based production lines.
  • Personnel realigned from department teams to flow-line teams for ownership and accountability.
Lean Process Improvement Facility Layout
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RETAIL, Value Stream Mapping

Client Outcome

$8.5M

Transportation Savings Potential

Value Stream Analysis – Save A Lot

A grocery retailer and distributor launched a field-to-table initiative to combat rising supply chain costs. Our value stream analysis identified 37 improvement areas, including $8.5M in transportation savings from backhaul optimization, $9.4M in store labor savings from checkout speed improvements, and $360K per DC from minimum case order changes.

Results Snapshot

$8.5M

Transportation Savings Potential

$9.4M

Store Labor Savings Potential

$360K

DC Labor Savings (per DC)

Key Insights

  • 1% backhaul increase = $417K savings; current backhaul was well below industry standard.
  • Stores ordered 57% of items one case at a time — minimum 2-case order reduces DC labor $360K/DC.
  • Reducing checkout time by just 1 second saves $9.4M in store labor annually.
Value Stream Mapping Supply Chain Optimization
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DISTRIBUTION & WAREHOUSING, PLANNING & INVENTORY STRATEGY, Facility Location & Network Optimization

Client Outcome

$1.47M

Transportation Savings

Inventory-Network optimization – Ameren

A power utility built through acquisitions wanted to optimize its inventory staging network across three tiers of stocking locations. We modeled the optimal network configuration and identified $1.47M in transportation cost savings, plus built disaster scenario playbooks for tornado and earthquake contingencies.

Results Snapshot

$1.47M

Transportation Savings

Tornado & Earthquake Modeled

Disaster Scenarios

Optimized Stocking Locations

Network

Key Insights

  • Baseline vs. optimal network comparison relocated stocking locations for efficiency.
  • Disaster scenario modeling created inventory staging policies for tornado and earthquake events.
  • Modeled impact of DC loss and major transportation route disruptions on service levels.
Facility Location & Network Optimization Inventory Optimization
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RETAIL, Distribution Center Network Design

Client Outcome

$300K+

Shipping & Inventory Savings

Warehouse location optimization – Total Hockey

This omnichannel sporting goods retailer needed to expand beyond its Midwestern warehouse to reach hockey markets within 1–2 day delivery. We built a custom facility location model in Excel Solver that redefined their distribution strategy, delivering $300K+ in shipping and inventory savings.

Results Snapshot

$300K+

Shipping & Inventory Savings

50%+ within 1-Day Delivery

Market Coverage

Validated & Optimized

Network Strategy

Key Insights

  • Custom model factored market share, delivery distance, and store cannibalization.
  • Sensitivity analysis across cost scenarios confirmed robust warehouse locations.
  • Revealed untapped value of in-store inventory for e-commerce fulfillment.
Distribution Center Network Design Supply Chain Planning
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BUSINESS SERVICES, Lean Process Improvement

Client Outcome

32

Time Studies Completed

Lean Time Study Clean Uniform Case Study

A uniform cleaning and rental company found that time standards developed years earlier were no longer accurate due to new products, equipment, and layout changes. We completed 32 time studies across 6 Midwest facilities, identified 24 immediate productivity and quality improvements, and redesigned the incentive program around both speed and quality.

Results Snapshot

32

Time Studies Completed

6

Facilities Standardized

24

Immediate Improvements

Key Insights

  • Time study videos revealed wide operator variations across sites, validating need for new standards.
  • Best practices identified and standardized across all 6 Midwest facilities.
  • Incentive program redesigned to reward both productivity and quality, not speed alone.
Lean Process Improvement Performance Measurement
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MANUFACTURING, Business Process Improvement

Client Outcome

+40%

RFP Estimating Speed

Lean Process Improvement Leonardo DRS

This aerospace and defense contractor's RFP process spanned multiple departments and remote sites, with redundant manual data entry slowing response times. Using VSM, SIPOC, and process automation, we increased RFP estimating speed by 40%+ and eliminated redundant back-office data entry.

Results Snapshot

+40%

RFP Estimating Speed

Consolidated into One

Engineering Systems

Automated

TDP & BOM Uploads

Key Insights

  • VSM and SIPOC benchmarked the process and clarified roles across departments.
  • Consolidated three engineering systems into one, eliminating redundant data entry.
  • Automated TDP and BOM uploads, removing the biggest RFP kickoff bottleneck.
Business Process Improvement Lean Assessment
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MANUFACTURING, Lean Process Improvement

Client Outcome

+100%

High-Volume Line Throughput

Lean Manufacturing & Coaching ETS Lindgren

A manufacturer of energy testing and shielding solutions had grown through acquisitions, leaving it with poor facility flow, WIP buildup from incomplete kits, and management inexperienced with Lean. We implemented 5S, optimized facility layout, and provided long-term coaching — doubling throughput on high-volume lines.

Results Snapshot

+100%

High-Volume Line Throughput

Improved

On-Time Delivery

Increased for New Acquisitions

Space Utilization

Key Insights

  • 5S Visual Factory program built foundational discipline across the organization.
  • Spaghetti diagramming and facility layout optimization eliminated wasted movement.
  • Time studies and workflow balancing addressed WIP buildup from incomplete kits.
Lean Process Improvement Facility Layout
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FOOD & BEVERAGE, Lean Process Improvement

Client Outcome

+80%

Production Throughput

Lean Food Production Celebration Foods

A new Carvel ice cream cake production facility was operating at only 60% of demand months after start-up, forcing the old plant to keep running at $70K/week. With a critical 30-minute decorating-to-freezing window and 15,000 cakes/day throughput target, we increased production 80% and decreased waste 70%+.

Results Snapshot

+80%

Production Throughput

−70%+

Waste

$70K/Week

Old Plant Cost Avoided

Key Insights

  • Visual Factory work instructions projected on walls enabled rapid operator training.
  • Kanban 2-bin system for materials eliminated line stoppages from stockouts.
  • Cross-training and labor flexing matched staffing to the 30-minute critical time window.
Lean Process Improvement Facility Layout
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BUSINESS SERVICES, Lean Process Improvement

Client Outcome

45

CI Projects Identified

Lean Process Improvement Redwood Managed Services

A rapidly growing 3PL managed services company found that inconsistent processes across client onboarding and operations were eroding profitability. A cross-functional Kaizen event with 35 participants identified 45 continuous improvement projects representing $15M+ in annualized savings, with $5.5M in projects launched immediately.

Results Snapshot

45

CI Projects Identified

$15M+

Annualized Savings Potential

$5.5M

Projects In Process

Key Insights

  • Cross-functional Kaizen with 35 participants created broad organizational buy-in.
  • VSM and SIPOC mapped end-to-end client onboarding and operations processes.
  • 7 immediate-action projects implemented within weeks of the event.
Lean Process Improvement Business Process Improvement
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MANUFACTURING, Sales & Operations Planning

Client Outcome

$300K (Pilot Month)

Revenue Pulled Forward

Sales & Operations Planning TerraSource

A mining equipment and replacement parts manufacturer with high SKU count and significant demand variability struggled to meet customer lead times — despite high inventory, long lead times caused missed sales. Our S&OP pilot pulled $300K in revenue into Q4 in its first month, reduced customer lead time by 3 weeks, and achieved a 98% hit rate on S&OP decisions.

Results Snapshot

$300K (Pilot Month)

Revenue Pulled Forward

−3 Weeks

Customer Lead Time

98%

S&OP Decision Hit Rate

Key Insights

  • Quote-to-demand forecast logic converted sales pipeline data into actionable demand signals.
  • Sales rep intelligence integration brought field-level insights into the planning process.
  • Inventory 'bets' based on lead time and risk assessment improved availability without excess.
Sales & Operations Planning Demand Forecasting
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DISTRIBUTION & WAREHOUSING, Lean Warehousing

Client Outcome

+100%

Labor Productivity

Lean Warehouse – New Building – Crescent Parts & Equipment

An HVAC parts distributor needed to combine two branch warehouses into one larger greenfield facility. We designed the layout using velocity-based SKU slotting and Center of Gravity principles, completing the move in 4 days with 100%+ labor productivity improvement — staffing the combined operation with just one branch's workforce.

Results Snapshot

+100%

Labor Productivity

4 Days

Move Duration

Combined with 1 Branch's Workforce

Staffing

Key Insights

  • Velocity codes (V1/V2/V3) placed fastest-moving SKUs closest to shipping for minimum travel.
  • Center of Gravity layout streamlined both picking and receiving-putaway workflows.
  • Grocery-store-style aisle signage improved navigation and reduced picker search time.
Lean Warehousing Facility Layout
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BUSINESS SERVICES, Supply Chain Strategy

Client Outcome

SWOT & Porter's 5 Forces Analysis

Baseline Assessment

Supply Chain Strategy – MTM Transportation

This specialty transportation company had a corporate strategic plan but no supply chain strategy — improvement efforts were haphazard, and existing metrics were uncoordinated with no clear goals. We developed a formal strategy map using SWOT and Porter's 5 Forces, driving provider consolidation and a flexible, cost-neutral network.

Results Snapshot

SWOT & Porter's 5 Forces Analysis

Baseline Assessment

Built on Pillars of Supply Chain Strategy

Strategy Map

Guided Focal Areas for Improvement

Gap Analysis

Key Insights

  • SWOT and Porter's 5 Forces set a baseline before defining supply chain strategy.
  • Strategy map and gap analysis translated goals into tactical actions with KPIs.
  • Consolidated providers to fewer strategic partners for scale and performance.
Supply Chain Strategy Strategic Sourcing
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BUSINESS SERVICES, Supply Chain Strategy

Client Outcome

Maintained During Carve-Out

Product Flow

Supply Chain Stand Up – MilliCare

A franchise cleaning business being carved out from its parent chemical manufacturer needed to stand up its own supply chain quickly to maintain product flow to franchisees. We evaluated 3PL vs. distributor models, maintained uninterrupted product flow during the transition, and eliminated the need for an internal supply chain team.

Results Snapshot

Maintained During Carve-Out

Product Flow

Eliminated (Outsourced)

Internal SC Team

Validated & Selected

Distribution Model

Key Insights

  • Lean assessment and SIPOC mapped the full order-to-delivery process before transition.
  • Rigorous parallel evaluation compared 3PL and distributor options on cost, capability, and risk.
  • Distributor model selected for long-term scalability and private label viability.
Supply Chain Strategy Supply Chain Optimization
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RETAIL, Sales & Operations Planning

Client Outcome

Increased

Fill Rates

S&OP + Process Improvement – Horizon Hobby

A high-end RC vehicle and hobby products company saw dramatic sales growth during the pandemic with supply chain disruption. With plans to triple sales in 5 years, their restructured supply chain team needed updated processes and training on new forecasting software (Logility). We built their S&OP process, improving fill rates, forecast accuracy, and cross-functional alignment.

Results Snapshot

Increased

Fill Rates

Decreased

Inventory Investment

Improved

Forecast Accuracy

Key Insights

  • S&OP process created a common language that improved organization-wide communication.
  • Demand planning and production planning processes redesigned for the restructured team.
  • Forecasting software training enabled the team to leverage Logility independently.
Sales & Operations Planning Lean Process Improvement
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DISTRIBUTION & WAREHOUSING, Sales & Operations Planning

Client Outcome

89% to 96%

Fill Rate

S&OP + Lean Warehouse + SKU Rationalization – Rio Grande Jewelry

A Berkshire Hathaway fine jewelry distributor had growth outpacing supply chain and warehouse capacity — on-time delivery, fill rate, and labor productivity were all suffering with 27,843 SKUs. We improved fill rate from 89% to 96%, warehouse productivity by 21.8%, and warehouse capacity by 28.2% through integrated S&OP, Lean warehouse, and SKU rationalization.

Results Snapshot

89% to 96%

Fill Rate

+21.8%

Warehouse Productivity

+28.2%

Warehouse Capacity

Key Insights

  • Multi-criteria inventory classification segmented 27,843 SKUs for differentiated policies.
  • S&OP monthly cadence aligned demand planning with warehouse capacity constraints.
  • Velocity-based warehouse layout and Center of Gravity design cut travel distance.
Sales & Operations Planning Lean Warehousing SKU Reduction
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DISTRIBUTION & WAREHOUSING, Lean Warehousing

Client Outcome

88.5% to 94.7%

Fill Rate

Lean Warehouse + Inventory Optimization – Tacony

Nancy's Notions (Tacony) was 8 days behind on shipping with an 88% fill rate, while incoming orders outpaced shipments 2,000 to 800 daily during peak season. We improved fill rate to 94.7%, increased daily shipments from 800 to 2,000 with 10% fewer employees, and boosted inventory turns from 3.3 to 4.8.

Results Snapshot

88.5% to 94.7%

Fill Rate

800 to 2,000

Daily Orders Shipped

3.3 to 4.8

Inventory Turns

Key Insights

  • Multi-criteria inventory classification set differentiated safety stock by SKU class.
  • Velocity-based warehouse layout with Center of Gravity design cut picking travel time.
  • Forecasting software (Planning Edge) integrated with ERP for automated replenishment.
Lean Warehousing Inventory Optimization
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DISTRIBUTION & WAREHOUSING, Supply Chain Optimization

Client Outcome

$1M+

Additional Revenue

Lean Supply Chain – Crescent Parts

An HVAC distributor's largest customer represented 20%+ of sales — 4x the next largest. We streamlined the shared supply chain, implemented Vendor Managed Inventory (VMI), and gained over $1M in additional revenue while reducing parts shortages at the customer by over 90%.

Results Snapshot

$1M+

Additional Revenue

−90%+

Parts Shortages

Implemented at Customer

VMI

Key Insights

  • Process flow mapping across 7 workflows identified 28 improvement opportunities.
  • EDI implementation eliminated manual order entry between the two organizations.
  • VMI at the customer site captured revenue previously lost to stockouts and competitive sourcing.
Supply Chain Optimization Lean Process Improvement
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MANUFACTURING, Lean Process Improvement

Client Outcome

−20%

Contract-to-Acceptance Cycle Time

Lean Process Improvement – Seyer Industries

An aerospace manufacturer of precision products for commercial and military applications wanted to improve office process efficiency across the full program cycle. Using VSM, SIPOC, and process flow mapping, we reduced the Contract Award through Acceptance cycle time by 20% and identified a missing QA Compliance role causing rework.

Results Snapshot

−20%

Contract-to-Acceptance Cycle Time

Identified & Filled

Missing QA Role

Weekly Dashboard Created

Process Visibility

Key Insights

  • VSM baselined the full Contract Award through Acceptance cycle time for the first time.
  • SIPOC and process flow mapping clarified responsibilities across serial, cycling processes.
  • Uncovered a missing QA Compliance role that was causing rework and delays.
Lean Process Improvement Process Flow Mapping
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MANUFACTURING, Lean Process Improvement

Client Outcome

+20%+

Throughput

Lean Manufacturing – Phononic

An early-stage electromechanical manufacturer transitioning from product development to full production was squeezed into a small facility with quality yield and throughput challenges. We implemented a 6-month 5S program, optimized the facility layout through spaghetti diagramming, and increased initial throughput 20%+.

Results Snapshot

+20%+

Throughput

6-Month Implementation

5S Program

Improved in Constrained Space

Flow Efficiency

Key Insights

  • 5S implementation (2 areas/month for 6 months) built foundational workplace discipline.
  • Spaghetti diagram analysis exposed wasted movement in the constrained facility.
  • VSM of the production process identified flow bottlenecks and quality yield issues.
Lean Process Improvement 5S
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MANUFACTURING, Lean Process Improvement

Client Outcome

6 Weeks to 2 Days

Throughput Time

Lean Manufacturing – Dema Engineering

An industrial valve and chemical dispensing equipment manufacturer had 6-week throughput times and 93% yield caused by batch processing across departmentalized operations. We transformed the entire plant to kanban-flow cells, cutting throughput time from 6 weeks to 2 days, raising yield to 99.6%, and doubling productivity — with no layoffs.

Results Snapshot

6 Weeks to 2 Days

Throughput Time

93% to 99.6%

Yield

+100% (Same Work, Half the People)

Productivity

Key Insights

  • Complete plant transformation from departmental batch to kanban-flow cells.
  • U-shaped layout with point-of-use supply eliminated inter-department material movement.
  • ERP system modified to support kanban-flow operations instead of batch work orders.
Lean Process Improvement Facility Layout
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DISTRIBUTION & WAREHOUSING, Inventory Optimization

Client Outcome

$607K/Year

Lost Sales Reduced

Inventory Optimization – Sundberg

An appliance repair parts ecommerce distributor had inventory investment growing faster than sales while customers complained about stockouts. Using machine learning demand forecasting and SKU classification, we reduced lost sales by $607K annually and identified $1.45M in one-time surplus inventory reduction.

Results Snapshot

$607K/Year

Lost Sales Reduced

$1.45M (One-Time)

Surplus Inventory Reduction

A, B, C, D

SKU Classes Optimized

Key Insights

  • Multi-criteria SKU classification (A/B/C/D/F) enabled differentiated inventory policies.
  • ML-based Optimal Velocity Demand Forecaster optimized reorder points and quantities.
  • 3-month model learning period tuned forecasts to actual demand patterns.
Inventory Optimization Demand Forecasting
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MANUFACTURING, Demand Forecasting

Client Outcome

50,000

SKUs Processed

Forecasting + Inventory Optimization: JCI Parts

Johnson Controls Parts NA had increased inventory alongside a growing backlog — too much of the wrong inventory and not enough of the right. Their Excel-based forecasting model lacked seasonality and couldn't handle pandemic-driven lead time variability. We deployed optimization-based demand forecasting across 50,000 SKUs to improve accuracy and streamline procurement.

Results Snapshot

50,000

SKUs Processed

Improved

Forecast Accuracy

Streamlined

Procurement

Key Insights

  • Optimization-based forecasting replaced limited Excel model across all 50,000 SKUs.
  • ROP/ROQ calculations with target service levels balanced availability against capital constraints.
  • Inventory rebalancing process identified and reduced slow-moving stock.
Demand Forecasting Inventory Optimization
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DISTRIBUTION & WAREHOUSING, Lean Warehousing

Client Outcome

+20%

Pick Speed

Lean Warehouse – Grand Rock

An aftermarket exhaust products manufacturer and distributor was overwhelmed by business growth and increased raw material inventory. We implemented 5S, redesigned the warehouse layout using Center of Gravity analysis, increased pick speed by 20%, boosted overall warehouse labor productivity by 55%, and eliminated $450K in obsolete inventory.

Results Snapshot

+20%

Pick Speed

+55%

Warehouse Labor Productivity

$450,000

Obsolete Inventory Eliminated

Key Insights

  • 2-day Lean Assessment identified layout optimization and 5S as top priorities.
  • Center of Gravity analysis from spaghetti diagrams drove the warehouse re-layout.
  • F-class SKU elimination freed space and removed $450K in obsolete inventory.
Lean Warehousing 5S
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"Supply Velocity created visibility within our Assurance Services Group... visibility of performance, Client-service, employee satisfaction and processing time. Using the Supply Velocity System, Audit Report Cycle time is..."

Fred Kostecki

Partner-In-Charge, Assurance Services, Rubin Brown

"Supply Velocity's Lean Six Sigma System has given us new tools to help improve our sales performance. We have learned new ways to analyze our business which makes problem solving more accurate and has made us better lead..."

Rachel Andreasson

Executive Vice President - Marketing, Wallis Companies

"The role of the Erie Insurance Marketing Department has been evolving over the past several years - from a support role to a more critical role of driving growth in our organization. Because of our increased workload and..."

Karen Rugare

Director of Marketing, Erie Insurance

"Isolating a problem, finding short, and long term solutions with measurable results is what was promised and results is what was delivered by Supply Velocity. Upon launch of the Lean Six Sigma Selling System, we knew mor..."

Mark A. Presker

General Manager, Architectural Millwork of St. Louis

"In the spring of 2003, the St. Louis Area Chapter of the American Red Cross engaged Supply Velocity, Inc. to perform a study and make recommendations to streamline office processes, maximize cash flow in purchasing and w..."

Joe White

CEO, American Red Cross - Saint Louis Chapter

"We are using Supply Velocity's Lean Six Sigma methods to analyze a variety of processes including rationalizing SKUs (stock-keeping-units). By using math to evaluate SKUs we took some of the emotion out of our decisions...."

Mark Kelso

Director of Process Improvement, Save-A-Lot

"Anheuser-Busch Precision Printing had been implementing Lean Operations on our own for the past two years. We needed to move faster and partnered with Supply Velocity, Inc. Through Supply Velocity, Inc.'s mathematical wo..."

Rich Lavosky

General Manager, Anheuser-Busch Precision Printing

"C&R was struggling with labor productivity. The construction crews were often missing materials that they needed to do their work. This caused significant idle time. Supply Velocity, Inc. and C&R used value stream mappin..."

Tom Kuthe

V.P. Construction Operations, C&R Mechanical

"Your process encourages this group to work together, better communicate and have fun doing it."

George Edinger

President, C&R Mechanical

"Closure Medical recently completed a major reorganization in order to enhance our ability to rapidly create innovative medical devices. We hired Supply Velocity to help us map out the process and service flows of the new..."

Gabe Szabo

Vice President, Product Development, Closure Medical - A Division of Johnson & Johnson

"We are pleased that Essex selected Supply Velocity, Inc. as our Lean Implementation Partner. At one facility, we have saved over $350,000 in work-in-process inventory, reduced throughput time from 2 weeks to minutes and..."

Terry Etter

Vice President of Operations, Essex Medical Systems

"In thirty years of hiring consultants, Supply Velocity, Inc. was the first to tell me what they were going to do, set a price they stuck to and substantially exceed my expectations. I have recommended them to friends and..."

Bill Gilbert

President, Fusion Coatings

"Many thanks to all three Supply Velocity presenters. I think you guys took a very difficult time for learning and capitalized on everyone's time and training needs. I truly hope this helps your business as this was a con..."

Mark Holdinghausen

VP of Operations, DEMA Engineering

"We used Supply Velocity on our Warehouse optimization project. One of the key characteristics of Supply Velocity is that they listened to our requirements and provided a clear path for our Warehouse processes using lean..."

Haris Tokalic

President, Grand Rock, Inc.