Inventory, cash and service control
Hold the stock you need without tying up more cash than necessary.
When demand, purchasing and stock information do not line up, G&G helps you establish the facts, identify avoidable pressure and create a practical route to better control.
Start with the pressure point
You should not have to make an important decision with partial information.
Too much stock consumes cash, space and attention; too little stock costs sales and customer trust. When demand signals, purchasing decisions, lead times and system data are unreliable, teams compensate with expedites, buffers and manual workarounds that hide the real constraint.
Customers experience delays or lost sales despite apparently high inventory levels.
Purchasing decisions depend on spreadsheets, judgement or inconsistent system information.
Supplier lead times, minimum orders and service targets are not reflected in replenishment decisions.
Is this right for you?
Useful support starts with a clear fit.
This is designed for
This service is for SMEs carrying physical inventory where working capital, availability, waste, supplier performance or stock accuracy is limiting margin, service or growth.
This may not be suitable when
This is not a promise of perfect forecasts, immediate stock reduction or a substitute for audited financial, customs, legal or regulated technical advice. Physical counts, systems work and specialist supply-chain input are agreed explicitly where required.
What you receive
A defined outcome, not an open-ended advice exercise.
01
A structured view of demand, stock, lead times, service requirements and data reliability.
02
Prioritised observations covering excess, shortage, waste, availability and working-capital pressure.
03
A practical inventory-control plan with decision rules, ownership, measures and review points.
04
A defined route for any agreed supplier, process, reporting or system improvement.
A simple plan
Move from uncertainty to action in three clear steps.
Step 1
Listen and diagnose
Establish the facts — test stock, demand, lead-time and service data so decisions start from a dependable baseline.
Step 2
Find the focus
Find the pressure points — identify where cash, availability, waste and process weaknesses are being created.
Step 3
Put the plan to work
Improve control — agree practical decision rules, responsibilities, reporting and implementation priorities.
Before you commit
Know what the work is likely to involve.
What we need from you
We normally need item and stock data, sales or usage history, purchasing records, supplier lead times, service targets, write-offs, current reports and access to the people responsible for buying, operations, finance and customer delivery.
Typical timescale
Defined after inventory complexity, data quality and operational scope are understood
Pricing approach
The initial consultation is free. Any inventory review or implementation support is proposed separately with a written scope, data requirements, deliverables, timescale and fee. Systems, counting or third-party specialist costs are identified separately.
See indicative pricing and engagement optionsA guide you can trust
Relevant experience, made accountable.
Lead adviser
G&G Specialist Team
Inventory and operations expertise matched to the brief
G&G connects working-capital and service objectives to the operational evidence, then coordinates suitable inventory, finance, systems or supply-chain expertise. The proposal names contributors, credentials, responsibilities and important limitations.
Meet your adviser
Philip Gardiner
Senior Consultant
Explore Philip’s background or book a focused conversation about the decision in front of you.
Useful before a conversation
Insights connected to this service.
Questions before the first conversation
Clear answers, before you commit.
Will this tell us exactly how much stock to remove?
The work identifies evidence-based opportunities and decision rules. Any stock reduction must account for demand uncertainty, lead times, service commitments and commercial risk; an immediate across-the-board cut is not assumed.
Do we need a new inventory system?
Not necessarily. Data discipline, ownership and replenishment rules may need attention before technology. A system change is recommended only where the evidence supports it and the implementation is properly scoped.
Can this include suppliers and the wider supply chain?
Yes, where supplier terms, lead times, logistics or dependencies materially affect inventory decisions. The boundary and any specialist involvement are agreed in the written scope.
Ready to decide what matters first?
Tell us what is happening and we will help you identify the most useful next step.
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