End-to-End Supply Chain Leadership & Transformation
Practical experience to help manufacturing businesses understand their supply chain, improve performance and make sustainable change.
HMS provides experienced supply-chain leadership and consultancy to manufacturing businesses looking to improve, develop or transform their operations.
Led by Adrian Hall, HMS brings more than 30 years of practical experience across the end-to-end supply chain, helping businesses understand problems, identify their underlying causes and implement practical improvements.
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Supply chains don't operate in isolation.
A problem that appears in one part of the business may be the consequence of a decision made somewhere else.
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A late delivery may not be a production problem.
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High inventory may not be an inventory problem.
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Poor forecast accuracy may not be a forecasting problem.
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Constant expediting may not be a procurement problem.
The question isn't always:
"How do we fix the problem?"
Sometimes the better question is:
"Why is the problem happening in the first place?"
Every decision in the supply chain creates a consequence — often somewhere else.
30+ years of practical supply-chain experience
Supply-chain management isn't something that can always be understood by looking at individual functions in isolation.
Adrian Hall has worked across the end-to-end supply chain in a wide range of manufacturing and supply environments, from family-owned businesses through to larger organisations and private-equity-backed businesses.
His experience includes:
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Demand & Forecasting
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Supply Planning
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S&OP
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Procurement
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Inventory Management
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ERP & MRP
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Production Planning
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Capacity Planning
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Operational Improvement
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Change & Transformation
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Supply Chain Leadership
This breadth of experience provides a practical understanding of how decisions made in one area can affect performance somewhere else.
Practical experience. End-to-end thinking. Sustainable improvement.
There isn't a standard solution to every supply-chain problem.
HMS starts by understanding how the business actually works — its processes, systems, information, people and decisions.
The objective isn't simply to manage the symptoms.
It is to understand the underlying causes, improve the way the operation works and help build capability that can be sustained after the project or assignment has finished.
Understand the problem.
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Find the cause.
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Make the improvement.
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Build the capability.
Challenging some common supply-chain assumptions
Supply-chain management is full of assumptions.
Forecasting predicts the future.
More inventory means better customer service.
MRP tells you what to buy.
Production planning is simply deciding what to make.
Sometimes these statements are useful starting points.
But supply chains are rarely that simple.
Through his articles and posts, Adrian explores some of the assumptions behind supply-chain management and what happens when those assumptions meet the reality of running a manufacturing business.
Explore the Supply Chain Insights
The person behind HMS
I've spent more than 30 years working with businesses to understand how their supply chains actually work — not simply how they're supposed to work on paper.
My experience has taken me from operational supply-chain roles through to interim management and consultancy, working across planning, manufacturing, systems, inventory, S&OP and transformation.
That experience has taught me that most supply-chain problems aren't isolated problems.
They're usually connected to something else.
That's why I focus on understanding the whole picture, finding the underlying causes and developing solutions that work in the real world.
[More About Adrian]
Have a supply-chain challenge you'd like to understand?
Whether you're considering a transformation, struggling with an operational issue or need experienced interim leadership, the first step doesn't need to be complicated.
Let's have a conversation.
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