Services

Operations consulting for companies whose growth has outrun how the work gets done

We measure how the work runs before we recommend anything, then redesign it with the managers who own it.

Thirty minutes. No deck. A senior consultant replies.

Who calls us

Owners whose margins slip while revenue grows. Nobody can say which products or branches make money, so cost cutting happens by instinct.

Executives running a business that no longer scales. Orders queue behind two people. Every month-end is a reconciliation exercise.

Groups whose supply chain has become the constraint. Stock-outs in one warehouse, dead stock in another, lead times that make forecasting a guess.

What you get

Process maps of how work actually runs today, with cycle times and hand-offs measured, not estimated.
A loss and bottleneck diagnosis: where time, cash and margin leak. Rework, waiting, excess stock, approval queues.
Redesigned processes, agreed with the people who own them, with roles, decision rights and control points.
A cost management plan: targets by cost line, an owner for each, sequenced so cash improves early.
Supply chain recommendations: forecasting method, stock policy by item class, reorder rules, supplier consolidation.
A performance framework: a short set of KPIs with owners and targets, and a dashboard the CEO reads in five minutes.
An implementation roadmap: quick wins first, structural change after, and the point where your team runs it alone.

How the work runs

Scoping. What is in scope, what is not, who takes part, the fee.
Diagnosis. Site visits, process walks, data pulls. We measure before we recommend.
Redesign. Processes, costs, stock policy and KPIs reworked in sessions with your managers.
Handover. Roadmap agreed, quick wins started, the first KPI review run with your team in the room.

What goes wrong without it

Cost cutting by instinct. The visible cost goes, the process that creates it stays. In six months the cost is back.
Buying a system to fix a process. The broken process is now automated and harder to change.
Operational excellence as a slogan. Posters and a committee. Nothing in how orders move changes.
KPIs nobody owns. Forty metrics, no targets, no owners. The pack is read by whoever prepares it.
Stock treated as a warehouse problem when the cause is forecasting, purchasing terms or a pricing decision.

People and organization when the fix needs a change in structure or decision rights.
Digital transformation when the redesigned process needs a system.
Financial advisory when cost pressure has become a balance sheet problem.
Consulting in Saudi Arabia for operations work in Riyadh, Jeddah and Dammam.

Frequently asked questions

What does operations consulting include?

Process mapping and redesign, cost management, supply chain and inventory, and performance management. How work, cash and stock move through the company.

What is business process improvement, in practice?

Taking one process end to end, order to cash or purchase to payment, measuring where it stalls, redesigning it with fewer hand-offs and a clear owner, then measuring again.

How is this different from business process consulting or an operational excellence programme?

The labels differ more than the work does. What matters is measuring before recommending and leaving you with owners rather than a report.

Do you do supply chain consulting for importers and manufacturers in the Gulf?

Yes. Forecasting, stock policy, supplier selection and logistics, starting from your actual lead times and customs experience.

How much does operations consulting cost?

Fixed fee per scope, quoted in writing. It depends on the sites, functions and countries in scope.

Will you implement the changes or just recommend them?

We design with your managers, start the quick wins and run the first KPI review. Your team runs it from there. We do not supply interim managers or implement software.

Tell us where the operation is hurting

Late orders, slipping margins, stock in the wrong place, and what a diagnosis would involve.