Unbalanced inventory
Stock sits where it is not needed while stores or orders face shortages.
SUPPLY CHAIN OPTIMIZATION
Unlock your
supply chain potential.
Practical plans. Structured operations.
A foundation for growth.
SCO supports businesses from improvement consulting through organized warehouse execution, connecting processes, people and appropriate technology.
FROM COMPLEXITY TO CONTROL
Plan with clarity.
Operate with confidence.
01
Inventory
The right stock, in the right place.
02
Purchasing & forecasting
Decisions connected to demand.
03
Warehouse operations
Clear workflows and responsibilities.
Conceptual illustration, not project results.
AS YOUR BUSINESS EXPANDS
Growth should not make
operations harder to control.
More SKUs, more locations, more channels. When existing ways of working cannot keep up, start with what is blocking product flow and information.
Work depends on individual experience
Unclear processes make handovers difficult and quality varies between shifts.
Data is not supporting decisions
Disconnected reports make root causes and improvement priorities difficult to see.
SCO CAPABILITIES
See the whole chain.
Solve the right problem.
Three pillars from SCO’s Corporate Profile guide each consulting and implementation scope.
Plans connected to real demand.
Review supply chain strategy, networks, demand forecasting and inventory. Connect sales plans with delivery capacity.
- Demand Planning & S&OP
- Inventory and replenishment policies by SKU × location
- Outputs: inventory plans, forecast models and S&OP processes
Put the operating design into daily work.
Review fulfillment, cost-to-serve and warehouse organization. On-site execution may be included in an agreed scope.
- Product flow, SOPs and activity responsibilities
- Resource planning based on volume and shifts
- Outputs: processes, SLAs, productivity and unit-cost metrics
Technology that serves the operation.
Start with the data and systems already in use. Clarify the workflow before deciding what to connect, automate or add.
- Assess existing ERP/POS integration feasibility
- Workflows, KPIs and management dashboards
- Outputs: data requirements, reports and an appropriate tooling roadmap
SUPPLY CHAIN CONSULTINGYour team.
Your warehouse.
Your team.
A clearer way to work.
Consulting across inventory, purchasing, forecasting, warehouse improvement, systems and WMS.
Explore consulting ↗MANAGED WAREHOUSE OPERATIONSYour warehouse.
SCO alongside execution.
Organize teams and work at customer sites, with resources matched to the scope.
Explore operations ↗SCO SOLUTIONS
What needs
to change first?
01
Inventory & purchasing planning
The warehouse is full, yet fast-moving items are unavailable. Purchasing continues while cash is tied up in slow-moving stock.
Explore the solution ↗02Demand forecasting & planning
Plans rely heavily on experience. Promotions, seasonality and new locations make purchasing drift away from demand.
Explore the solution ↗03Warehouse productivity & cost optimization
Overtime increases, but orders are still late. Goods wait between activities, picking takes too long and errors create rework.
Explore the solution ↗04Operational systems implementation
Software is in place, yet work still depends on spreadsheets. Data is inconsistent and system workflows do not reflect the operation.
Explore the solution ↗05Warehouse Management System solutions
Locations are hard to find, stock records differ from physical counts, order progress is unclear, or batch and expiry tracing takes too long.
Explore the solution ↗CHOOSE A STARTING POINT
Find support that
fits your situation.
Choose the closest need. SCO can help clarify the scope in an initial conversation.
SCO PULSE™
A clear output
at every step.
Start with the current state, understand causes and bring improvements into daily work.
Profile
Understand the business
Assess the current state and readiness.
Uncover
Find the causes
Analyze data and identify sources of lost value.
Link
Connect resources
Link processes, people and technology.
Solve
Prioritize solutions
An improvement roadmap shaped by impact and capacity.
Evolve
Measure and improve
Track KPIs and adjust with operational evidence.
DESIGNED BY OPERATORS. BUILT FOR OPERATORS.
Solutions must work
in the real operation.
Clarify the process first.
Choose technology accordingly.
SCO focuses on appropriate processes, equipped people and technology proportionate to implementation capacity. Operating teams are planned around volume, shifts and site complexity.
Explore the operating model ↗IMPLEMENTATION PRINCIPLES
Processes
Clear workflows and responsibilities.
People
Resources follow scope; confirm mobilization before implementation.
Technology
Make appropriate use of existing systems.
PROJECTS & DELIVERY EXPERIENCE
From practical challenges
to appropriate improvements.
Selected engagements described in SCO’s Corporate Profile. The summaries below describe scope, without publishing unverified numerical results.
RETAIL · HOUSEHOLD GOODS / FMCG
Retail chain in northern Vietnam
Challenge
High inventory alongside store-level shortages.
Scope
Inventory and product-coverage optimization by SKU group, connecting stock with sales demand.
PHARMACEUTICAL RETAIL & DISTRIBUTION
Pharmacity
Challenge
Chain expansion putting pressure on distribution, warehouses and logistics cost.
Scope
Distribution-center network redesign, ERP optimization for warehouse operations, delivery routes and WMS/TMS implementation.
FOOD · COLD CHAIN
Good Food
Challenge
Multi-temperature distribution, expiry management and channel-specific service requirements.
Scope
Cold-chain network planning, regional distribution, supply planning and temperature-specific inventory policies.
BEFORE WE BEGIN
A few points
to clarify.
Does SCO rent out warehouse space?
The current scope is consulting and organized operations at customer warehouse sites. The customer provides the location, with conditions, resources and responsibilities agreed before implementation.
Is the team size fixed?
Staffing reflects volume, shifts, activities and complexity. Mobilization, the site manager and handover arrangements are confirmed in the specific plan.
How are fees and timing agreed?
Following a discussion and assessment, SCO defines scope, outputs, resources, schedule and measurement. Pricing follows the agreed plan.
Can we begin with a smaller scope?
Both parties can consider a priority issue or activity, agree how to assess it and then decide whether to expand.
OPERATIONAL INSIGHTS
Prepare well.
Change with evidence.
INVENTORY · EXPERT PERSPECTIVE
High inventory, yet stores are out of stock: what should you review?
“Why is inventory so high while Sales keeps reporting shortages?” This is a question I often encounter in supply chain work and SME consulting.
Read article ↗REPLENISHMENT · EXPERT PERSPECTIVEWhen central warehouse stock is limited, how should stores be allocated?
When central stock is insufficient, should priority go to the strongest-selling stores or those facing shortages? Should stock be shared evenly or concentrated to protect sales opportunities? Supply teams face these questions regularly.
Read article ↗WAREHOUSE PRODUCTIVITY · EXPERT PERSPECTIVELate warehouse dispatches: adding people may not unblock the flow
The chain opens more stores. Replenishment orders rise. The warehouse starts dispatching late. A familiar response is to recruit and add overtime. Yet after staffing increases, goods still leave late. Costs rise and stores still ask where their deliveries are. In fulfillment, activity is not the same as productivity.
Read article ↗SUPPLY CHAIN HEALTH CHECK
What should your
supply chain prioritize?
A preliminary self-assessment of capabilities, KPIs and risks before deciding where to improve.
The existing SCO tool starts with your business context and adapts questions for retail, distribution or manufacturing.
ESTIMATED TIME: 8–12 MINUTESUnderstand the business.
Understand the business.
Assess what matters.
- Describe your business context and model.
- Answer the relevant assessment questions.
- Review preliminary findings and priorities.
Opens the existing Vietnamese-language assessment in a new tab. The SCO website is bilingual; the separate assessment has not been translated. Its current notice says data stays within the browser session and results are not automatically sent to SCO. Findings are indicative and need to be discussed in context.
Discuss your results with SCO →CONTACT SCO
A first conversation.
A clearer problem.
A free initial 15-minute discussion to identify a suitable direction.
Tell us about your needs. SCO supports businesses across Vietnam with consulting and operations at customer warehouse sites.
Consulting hotline0902 226 607 ↗Tap to call
Email: [email protected]
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