LOGISTICS & SUPPLY CHAIN BUSINESS ADVISORY
Turn Operational Complexity Into Profitable Growth.
Strategic financial and operational advisory for logistics, transportation, distribution, and supply chain businesses looking to improve margins, strengthen cash flow, and gain greater control over operating economics.
We connect operational performance with financial outcomes so you can see where profitability is being created and where it is being lost.
THE CHALLENGE
More Volume Can Create More Pressure.
Logistics and supply chain businesses operate on tight margins. Rising labor and fuel costs, fleet expenses, customer payment terms, capacity utilization, and underpriced contracts can quickly absorb the value created by additional volume
Common Pressure Points
- Rising labor and fuel expenses
- Fleet and equipment overhead
- Underpriced routes or customer contracts
- Limited customer-level profitability visibility
- Capacity and utilization inefficiencies
- Extended accounts receivable cycles
- Supplier and carrier payment pressure
- Working capital tied up in operations
THE PSA APPROACH
Connect Operations to the Bottom Line.
THE PROBLEM
- Customer revenue doesn't reflect true profitability
- Routes or services are underpriced
- Labor, fleet, and overhead costs continue rising
- Cash is trapped between collections and supplier payments
- Capacity isn't translating into sufficient returns
OUR SOLUTION
- Analyze profitability by customer, contract, route, service, or operating unit.
- Build pricing around actual operating costs and required contribution margins.
- Identify cost drivers and areas of operational inefficiency.
- Optimize receivables, supplier terms, and the operating cash cycle.
- Evaluate utilization and capacity economics to improve asset productivity.
WHAT WE OPTIMIZE
Five Drivers of a Stronger Operating Model
- CUSTOMER ECONOMICS (Understand profitability by customer, contract, service, and account)
- PRICING & MARGIN (Ensure rates and contracts reflect the true cost of delivery)
- OPERATING COSTS (Analyze labor, fleet, facilities, equipment, and other core expenses)
- WORKING CAPITAL (Improve the relationship between collections, payments, and operating cash requirements)
- CAPACITY & UTILIZATION (Identify opportunities to improve asset productivity and operating efficiency)
