Supply Chain Transformation Case Studies

These case briefs focus entirely on the problem, the action taken and the quantifiable financial outcome.

Brief 1

The challenge: A major international distribution network was suffering from severe warehouse bottlenecks, sub-optimal inventory placement and soaring operational overheads. The existing layout could not keep pace with commercial growth, leading to missed delivery windows and fractured customer relationships.
Anthony's execution: Stepped in to run a comprehensive operational audit. He completely redesigned the warehouse product-flow layout, implemented strict capacity planning protocols, and restructured the day-to-day workforce strategy to eliminate operational friction.
The result: Eliminated processing bottlenecks, restored target service levels, and unlocked multi-million-dollar cost savings by optimising existing capacity without expensive footprint expansion.

Brief 2

The challenge: An enterprise organisation was burdened by an inflexible, costly in-house logistics fleet and an outdated tracking system. The business lacked data transparency, making it impossible for the C-suite to forecast Supply Chain costs accurately or track inventory in real time.
Anthony's execution: Led the strategic transition from an asset-heavy internal model to a modern, flexible third party logistics framework. At the same time, he oversaw the selection, procurement and deployment of a warehouse management system to deliver complete data transparency.
The result: Reduced fixed logistics overheads by shifting to a scalable variable-cost model. The WMS integration gave the executive board full live inventory visibility, mitigating Supply Chain risk and improving fulfilment speed.

Brief 3

The challenge: A national distributor had outgrown its existing distribution network. Demand was increasing, one distribution centre could no longer accommodate the required throughput and another was approaching the end of its operational life. The business needed to determine the right network configuration to support future demand, scalability and operational resilience.
Anthony's execution: Anthony assessed current and forecast capacity across the branch network, reconciled freight volumes, rates and assumptions site by site, and modelled three network options covering capital requirements, operating costs, freight implications and earnings impact. He evaluated each option against future demand, service, capacity, cost and resilience before presenting his recommendation to the board.
The result: A scalable distribution network designed around future demand rather than current volumes alone, with greater capacity and resilience built into the operating model. Design briefs for two new distribution centres were progressed to tender, supported by a repeatable capacity and freight model for future investment and network decisions.

Brief 4

The challenge: Across two public hospitals, theatre time and staffing were not matched to patient demand. Elective surgery waits were running beyond national targets and capacity was being lost.
Anthony's execution: Designed and implemented an operational planning and rostering system across both hospitals. Inpatient and outpatient demand was matched to theatre capacity and measured against Ministry of Health targets.
The result: Elective wait times came down to under six months within the first year, meeting the national target, with savings of 5% a year from better planning and resource allocation.

Proven track record.