Find the real causes, not the symptoms.
Three days on site with your owner and top management, in your shops and warehouses. For distribution companies and retail chains.
What you are left with
Root causes
Named and evidenced, for out-of-stocks and for overstock.
Corrective actions
A direction for solving each one — not a generic improvement list.
Opportunities
What the current flow is leaving on the table, and where money is being overspent.
Parameter review
If you already run Horizon: how your targets and priorities are set, against our methodology.
What we go through
| Business situation | The audit plan, your competitive environment, what the company is trying to achieve. |
| Financial performance | The metrics from both the management and the audit perspective, and near-term targets. |
| Ordering and distribution | Interviews with the people who plan assortment, purchase and manage targets. |
| Out-of-stocks | Where each one came from, traced back to its cause. |
| Overstock | Where the excess came from and what keeps producing it. |
| How targets are managed | How target levels and priorities are set today, against our methodology. |
| Shop and warehouse visit | Processes, bottlenecks, the picking route, and how the daily work is really done. |
| Findings | A written report and a presentation of the findings and the direction for each issue. |
What we look at
- Stock in the shops and in the central and regional warehouses.
- Performance indicators.
- Procurement, allocation and distribution processes.
- Horizon targets and priorities, where Horizon already runs.
Who takes part
- The owner or a top manager — the findings are theirs to act on, so they sit in the sessions.
- Purchasing, category and target management, and the shop or warehouse managers.
- From us: two to three people — a business expert, a project manager, and IT if needed.
What you can do differently afterwards
Not a report that goes in a drawer. Every finding comes with the change that would remove it.
Fewer out-of-stocks
The reasons the shelf runs empty are named — ordering rhythm, target levels, replenishment time, allocation — and each one gets a fix.
Less overstock
You see which decisions keep refilling the stock nobody is buying, and what to do with what is already sitting there.
Processes worth changing
Where ordering, allocation, replenishment and the warehouse or shop routine are costing you more than they need to.
Agreement at the top
The owner and management hear the same evidence at the same time, so the decisions afterwards are not a debate about whose opinion is right.
Ask for pricing
Tell us the size of your network and how many shops and warehouses are involved. We come back with the scope, the dates and the price. Travel and accommodation are billed separately.
Not ready for an audit? Start with the free demo →