Supply Chain, Procurement & Logistics Advisory
We assess and transform how organisations buy, move and store goods, for lower cost, lower carbon and fewer single points of failure.
Procurement and logistics as sources of value
We evaluate concentration, critical dependencies, single points of failure, logistics constraints, geographic exposure, supplier fragility, infrastructure dependence, climate exposure and recovery capability.
Where appropriate, stress-testing examines how plausible disruption scenarios could affect cost, service, revenue, working capital and operational continuity, and where better procurement and logistics design can release value.
How we assess procurement
Procurement operating model and category strategy
Supplier segmentation and criticality
Responsible sourcing and supplier ESG criteria
Human-rights and labour-risk assessment
Supplier sustainability performance
Contractual ESG requirements and supplier development
Supplier concentration and dependency risk
Procurement savings, resilience and value-creation opportunities
Moving goods with less cost, carbon and risk
| Capability | Focus areas |
|---|---|
| Sustainable freight strategy | Freight network optimisation; multimodal transport planning; modal shift from road to rail or sea; route optimisation; freight consolidation |
| Green logistics | Sustainable warehousing; green distribution; last-mile decarbonisation; urban logistics; energy-efficient operations; sustainable logistics procurement |
| Freight forwarding & trade | Freight procurement; carrier selection; freight cost optimisation; Incoterms; customs and trade facilitation; sustainable freight contracting |
| Fleet & transport management | Fleet optimisation; vehicle utilisation; fuel efficiency; fleet emissions monitoring; EV fleet transition; transport safety |
| Last-mile delivery | Network design; electric delivery fleets; micro-distribution; delivery consolidation; humanitarian last-mile logistics |
| Warehousing, inventory & cold chain | Warehouse strategy and WMS; inventory and working capital; temperature-controlled and pharmaceutical logistics; automation |
Typical value levers
Procurement savings and sourcing upside
Logistics and network optimisation upside
Working-capital and inventory release
EBITDA and cost-leakage reduction
Resilience and business-continuity investment
Digital productivity upside
Why it matters
Critical exposure often sits outside the legal entity: in suppliers, logistics networks, infrastructure, energy systems and outsourced operations.
Other practices
- 01
Sustainable Finance, Investment & Portfolio Advisory
Investment due diligence, portfolio intelligence, sustainable investment strategy, value creation and investment committee support.
- 03
ESG, Climate & Sustainability Advisory
ESG strategy, sustainability management, climate risk, carbon, Scope 3, responsible business and transition planning.
- 04
Insurance, Risk & Resilience Advisory
Supply-chain risk, business interruption, operational resilience, climate exposure and insurance-relevant intelligence.
- 05
Digital Supply Chain, AI & Analytics Advisory
Control towers, AI, digital twins, traceability, data analytics, automation and intelligent decision support.
- 06
Infrastructure, Projects & Sustainable Development Advisory
Project strategy, procurement, ESG integration, environmental and social management, delivery and impact.
- 07
Circular Economy & Value Chain Advisory
Product lifecycle, circularity, reverse logistics, traceability, end-of-life and resource efficiency.
- 08
International Trade, Maritime & Global Logistics Advisory
Customs, freight forwarding, multimodal transport, maritime, ports, shipping and sustainable freight.
- 09
ESIA, Audit & Supply Chain Assurance
Environmental and social impact assessment, due diligence, supplier and contractor audits, corrective action and assurance.
Start a conversation
Facing a decision that runs through the value chain?
Tell us about the investment, portfolio, project or operation in question. A senior advisor will respond within two working days.