Supplynaut runs the operating side of consumer businesses. Planning, sourcing, freight, fulfilment, and the automation layer that keeps all four talking to each other. Fifteen years of it, from inside the operation rather than from beside it.
Most of that work never reached a slide. It reached a warehouse, a factory floor, and a purchase order with someone's name on it.
A transformation programme from a name you have heard of runs from the high six figures into the millions. It is staffed as a pyramid, which means the people who sold it are usually not the people who show up. That model is built for a board mandate and multi-entity complexity.
At $2M to $50M in revenue, most of what you are buying is the pyramid.
One person, one discipline, and a hard stop at the first problem that crosses a function. Inventory people do not do freight. Freight people do not do forecasting. Forecasting people do not call the factory.
Nobody owns the seam between them, and the seam is where operations actually break.
Cost bands above are market figures for supply chain consulting in 2026, not our prices. Ours are further down this page.
Most engagements start in one of these and end up touching three, because that is how the problem is actually shaped.
Safety stock sized against measured lead time variability rather than a round number somebody picked. A buy plan that reads the media calendar instead of last quarter. Rules a second person can execute without asking you what you meant. This is the Availability OS, and it is where most engagements begin.
A model that is wrong in the same direction every month is a different problem from one that is merely noisy, and the fix is different too. Planning that ends in purchase orders with correct case packs, MOQs and dates, rather than in a number somebody still has to interpret on a Friday.
Factory qualification, sampling, tooling, and packaging redesigned until it survives both the journey and the freight quote. China, Vietnam, Thailand, Mexico and the EU, with manufacturing partners who also build for premium home and kitchen brands. Eleven products taken from idea to production on one engagement alone.
Duty, demurrage, the carton redesign that changed how many fit a pallet, the tariff line that moved last quarter. Freight decided against service consequences rather than against a rate card, because the cheapest lane that misses a launch is not the cheapest lane.
The part most businesses this size have not built yet, and the part that changes what a small team can hold. Detailed in the next section, because it deserves more than a paragraph.
It shows up as a Friday spreadsheet, a founder who is still the escalation path, and four departments exchanging information through memory. We have taken operations from 300 orders a day to over 4,000, and led teams of eighteen across markets while it was happening.
That is not what we build. We build the layer a business runs on: a single dashboard where thirty or more agents work the day, and a person approves rather than executes.
A supplier delivery accuracy agent removed 60 to 80 hours of manual work a month in a production environment. A shelf life compliance agent cut shrink by roughly 20 percent in the flow it covered, worth about $11,000 a month. Both are written up in full, with what was in place before and what changed.
Fifteen years in, the honest answer is that the system is rarely the problem.
ERP, warehouse management, planning tools, BI, and every major eCommerce platform. They differ far less than their sales pages suggest, and they fail in the same place every time: nobody owns the SKU master, half the lead times were copied from a sheet made years ago, and the ordering rules were never written down. The tool inherits that and produces numbers nobody trusts.
So we work inside what you already run. No migration, no new logins for your team, and no recommendation to buy software until the rules exist to put in it.
A Cash Scan is one person and a week. A Sprint is a small core. A six month programme across four markets is a different shape entirely, and it gets staffed once it is scoped, from people we have worked with rather than from a bench that has to stay billable.
What does not change is who owns the thinking. You are not handed to someone junior after the proposal is signed.
Engagements across the United States, the United Kingdom, Australia and the United Arab Emirates, on top of the European operating career the method came from: a McDonald's and Nestlé vendor, q-commerce at FMCG speed, and retail counterparties including Metro, Delhaize, Mercator and Tesco.
You should never be paying for a plan you have not seen.
Where your working capital is sitting, which SKUs are costing you sales, and your planned media budget translated into required units by week. Findings in seven days or you do not pay. Credited in full against the Sprint.
The reorder system installed inside the tools you already use, with a written rulebook, a supplier scorecard and a recorded handover so it survives the person who built it leaving the room.
Multi-market rollouts, sourcing programmes, full operating layers. Scoped first, priced once the work is actually understood, then split across phases with a deliverable at each one.
Larger work is split the way serious programmes are split, typically 40 percent at signing, 30 at the midpoint deliverable and 30 on delivery. Anything outside agreed scope gets a written change order before it starts, not an invoice after it finishes.
Nothing is priced before it is understood. If a programme cannot be scoped from one call and two exports, the first phase is the scope itself, and it is priced on its own so you can stop after it.
It depends on whether you are buying a diagnosis, an installation, or a programme. Ours starts at $1,500 for a seven day diagnostic and $8,500 for a 28 day installation, with larger programmes scoped and phased. Independent specialists in this field commonly bill hourly instead; we do not, because hourly pays us for time rather than for the thing you actually wanted.
Software executes rules. Most companies have never written the rules down, so the tool inherits whatever was in the spreadsheet and produces numbers nobody trusts. We write the rules first, inside what you already use, and you can buy a tool afterwards if you still need one. Most brands find they do not.
No. We work inside the systems you already run, and no engagement has ever required a migration. ERP, warehouse management, planning tools, BI and the major eCommerce platforms differ far less than their sales pages suggest.
Two exports and one call to start. A SKU level export with quantity on hand, landed cost and units sold over the last 90 days, plus your planned media budget by channel for the next eight weeks. Nothing else is required before there are findings to look at.
You do, completely, and that is the point. Every engagement ends in a written rulebook and a recorded handover, so the system survives the person who built it leaving the room, and survives you hiring a planner later.
Working the day before a person opens a laptop. It watches stock, chases purchase orders that have gone quiet, translates the media plan into required units, messages the right person and reminds them, drafts supplier emails for a human to send, and handles fulfilment exceptions and returns. A person approves. The agent does the checking.
Yes, and most of the larger work has been exactly that. Engagements have run across the United States, the United Kingdom, Australia and the United Arab Emirates, on top of a European operating career covering manufacturing, q-commerce and international sourcing.
A shop set up in a weekend, a supplier found on a marketplace, and an expectation that revenue arrives while you are somewhere warm. That is not this service, and telling you early costs you nothing.
The businesses we work with already have real volume, real suppliers and a real problem. The problem is almost always the same one: the operation was built for a smaller company, it has been carried by two or three people ever since, and none of them has had a free week in a year.
The calculator gives you the read for free. The Cash Scan runs it on your real data, and credits back in full if you go further.