I help consumer brands build, fix and scale international supply chains — particularly between China and Europe — by turning complex operations into lean, repeatable systems.
Six areas. Most engagements start in one and pull in two or three as the real problem surfaces.
The commercial side of the supply chain: what to buy, how much, when, and what it does to cash.
I do not personally source products. I run a structured process, and China-based partners execute supplier and factory work to that process — so the standard stays the same whoever is on the ground.
Getting the first production run right, then making the second and tenth boring.
Route, compliance and timing planned together, because a cheap freight quote that fails customs is not cheap. I am not a domestic logistics or fulfilment provider.
Most operational pain is a workflow problem, not a people problem. I find the broken step, simplify it, and write it down as a system your team can run.
Closer to an experienced operator sitting inside the company than a consulting report that lands in an inbox.
If two or three of these sound like your last quarter, we should talk.
Understand the business, demand, product, goals and the actual operational problem — not the stated one.
Identify where the supply chain or workflow is breaking, and what it is costing in cash, time or margin.
Build the right sourcing, procurement, inventory, quality, logistics and operational workflow for your scale.
Turn the workflow into a lean, repeatable system with owners, triggers and documentation.
Work with your team and the relevant China-based partners to put it into production.
Keep improving speed, inventory, cash flow, margin and decision quality as the business scales.
Client names stay confidential. The work does not.
A supply chain consultant decides how a product gets made, bought, moved and replenished — and what each of those choices costs. In practice that means demand and buy planning, supplier strategy and vetting, landed-cost and MOQ decisions, quality control, compliance, and the workflows that hold it together as volume grows.
Most ecommerce brands lose money in three places: buying the wrong depth, mispricing landed cost, and depending on one factory or one person. I work on the buy decision, the true cost per SKU, and the workflow — so the same mistake stops repeating every season.
Start with the product and the compliance requirement for the destination market, then pick suppliers who can evidence both. After that: sampling and factory checks, landed cost including duty and freight, an incoterm and route that matches your cash cycle, and a reorder rule written before the first container lands.
Separate trading companies from factories, check trade and export records rather than catalogue claims, verify certifications against the destination market, audit raw material and process on site, and score performance on sampling, mid-production and final inspection. One good quote proves nothing; repeat lead-time performance does.
By buying more often in smaller depths on the SKUs with volatile demand, and holding cover only where lead time and demand are both stable. That needs a reorder point per SKU, supplier lead-time data you trust, and a buy plan reviewed on a cadence rather than when a warehouse runs dry.
It removes research and drafting time, not judgement. I use it for supplier research and vetting notes, demand signals across sales and market data, landed-cost and scenario modelling, negotiation prep, and turning raw notes into SOPs and supplier scorecards. The buy decision is still signed off by a human.
Write down the steps that currently live in someone's head, remove the ones that exist only for historical reasons, assign an owner and a trigger to what's left, and automate the repetitive reporting around it. A workflow scales when a new hire can run it on week one.
Thirty minutes, no deck. Tell me what's stuck and I'll tell you whether it's a sourcing problem, a buy-planning problem or a workflow problem.
More on the AI sourcing workflows I run for white-label brands and my certification.