CEO
- Senses working capital, cost, and service are disconnected and creating avoidable risk
- Has not yet seen the expected cost synergies from acquisitions
CFO
- Sees rising expedited order costs and inventory working capital with no clear rationale for revenue misses
COO
- Unable to get a unified view of the business
- Knows operational issues are frustrating customers and impacting financials
CPO
- Needs better visibility and tools to reduce the cost of inventory
- Needs to understand and address implications of reshoring and multi-vendor trade-offs (price, quality, reliability, lead-time, order quantities, exclusivity)
- Will begin to layer in sustainability requirements to offset Scope 3 pressure from downstream customers
CIO/CTO
- Seeks to make targeted improvements in ERP, SIOP data and reporting, and supply chain planning and scheduling tools
- Tries to keep technology (AI, blockchain) on pace with customer expectations and competitor advancements
Supply Chain Management
- Determines how best to synchronize end-to-end operations, orders, and inventory investment given constraints
- Seeks to make key improvements: S&OP | SIOP | IBP process and control tower capability
Inventory Management
- Under pressure to rationalize inventory (RM, WIP, FG) that protects customer service and minimizes inventory investment
General Counsel
- Address relevant regulatory requirements without impacting marketplace competitiveness and operational effectiveness
- Lead company efforts to respond to downstream customer’s sustainability inquiries and new terms and conditions
What Our Clients Are Saying
Jim Williams, Retired
Back in the 1990s, I worked directly with one of the now RRA partners on an operations improvement and system selection project. Our time working closely together changed the trajectory of my career, from a mid-level customer service manager to a corporate and industry process improvement and functional expert and up the ranks within the firm. That Partner worked with me in a way that stressed our contribution, not his.Calvin Quan CEO, Envysion
RRA has always done right by me. I’ve now used them at three different companies to cover a number of operational issues, working closely with my team and giving me straight, honest feedback.Mark Sementilli, EVP Strategic Sourcing, Retired
I never saw the need or value of using outside advisors. Working with RRA changed my opinion to ‘there are some outsiders that do get it and are focused on our results, not their own’.Tim Figge, CEO & President, Hussman
Through their data driven, consensus building approach, RRA moved Hussmann to gain cross functional alignment and affect change in ways that other consulting firms have not been successful.Richard Geiger, Founder & CEO, Defunkify
RRA’s willingness to start on a dime and market-price their services while helping us to reduce complexity, in addition to the stated planning and execution capability of their contract, has meant that I can focus on growing the business without worrying about the supply chain.Kendra Sakoian, VP SCM
You have by far built the best consulting firm that I have ever had the pleasure of working with in my career.Explore Our 3D-Ops Model℠ Capabilities
Whether you’re a C-suite leader looking for enhanced insight into business performance or you need to refine current supply chain planning processes, our analytically supported operational strategies are tailored to your situation and your goals. Explore our capabilities here, and get in touch with us to start your journey to operational excellence.
