{"id":1204,"date":"2026-10-24T13:09:38","date_gmt":"2026-10-24T13:09:38","guid":{"rendered":"https:\/\/azentron.com\/?page_id=1204"},"modified":"2026-10-24T13:09:38","modified_gmt":"2026-10-24T13:09:38","slug":"supply-chain-consulting","status":"publish","type":"page","link":"https:\/\/azentron.com\/en\/supply-chain-beratung\/","title":{"rendered":"Supply Chain Consulting & Resilience"},"content":{"rendered":"
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Supply Chain Consulting: managing the entire supply chain \u2013 from sub-supplier to returns<\/h1>\t\t\t\t<\/div>\n\t\t\t\t
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With its supply chain consulting, AZentron Solutions helps companies manage their supply chain as a whole \u2013 beyond their own departments, together with suppliers, logistics partners and customers, right up to the upstream and downstream tiers over which you have no direct influence. The focus is on resilience, transparency, cyber security and a sustainable value chain.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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Most disruptions do not originate where they become visible. A bottleneck at your supplier's supplier, a cyber attack on a logistics service provider or a blocked transport corridor reaches your warehouse only weeks later \u2013 but then with full force. If you only optimise your own areas, you react. If you know the entire chain, you can steer.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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Phone +43 676 48 40 772<\/a> \u00b7 andreas.zich@azentron.com<\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  Eight years as Director Supply Chain Management in international retail (HOFER, 2017\u20132025)<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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\u2713<\/span>  Over \u20ac500 million investment volume from network planning for five countries<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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\u2713<\/span>  More than ten years in international matrix organisations spanning all business functions of a major international group<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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\u2713<\/span>  Statutory managing director for warehousing with responsibility for risk and liability<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Why partial optimisation prevents end-to-end control<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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Every department optimises according to its own KPIs \u2013 and that is exactly what creates trade-offs that only become visible as a whole:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  Reducing inventory<\/strong> frees up capital, but can jeopardise security of supply if a critical supplier fails.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  The cheapest supplier<\/strong> saves money in purchasing, but may increase dependency, transport distances and CO\u2082 emissions.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  Full trucks<\/strong> reduce transport costs, but lengthen delivery intervals and put pressure on freshness and service level.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  More digital connectivity<\/strong> creates transparency \u2013 and at the same time new attack surfaces via interfaces to partners.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  Returns<\/strong> are often considered separately, although they directly affect inventory, warehouse capacity and costs in the forward chain.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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These trade-offs cannot be resolved within a single department. They require a shared view of costs, delivery capability, risk and sustainability \u2013 and clear rules on who decides when goals conflict.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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End-to-end supply chain: three spheres of influence, one control model<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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For end-to-end control, I distinguish three spheres of influence. Each raises a different question: what can we shape, what can we agree on, and what do we need to be prepared for?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t

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Direct sphere of influence: your own functions<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Purchasing, production, warehousing, transport and sales. Here you shape processes, inventory, KPIs and responsibilities yourself \u2013 and define how the functions plan and decide together.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Indirect sphere of influence: suppliers, logistics partners and customers<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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With direct partners, you steer through contracts, service levels, joint planning and data exchange. This also includes return flows such as returns, load carriers and empties.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Outside your sphere of influence: upstream and downstream tiers<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Tier-2 and tier-3 sub-suppliers, raw material and energy markets, ports and transport corridors, regulation and geopolitical events. You cannot control these factors \u2013 but you can make them visible, assess them and prepare your response. This is exactly where the disruptions that hit companies hardest originate.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Supply chain resilience: identifying dependencies before they take effect<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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Resilience does not mean building buffers everywhere. It means knowing where a disruption would jeopardise your ability to deliver \u2013 in order to take targeted precautions there.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  Making dependencies visible:<\/strong> single- and sole-source suppliers, shared sub-suppliers of several suppliers, critical sites and transport routes.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  Assessing supplier risk:<\/strong> probability and impact, the supplier's time to recover and your own ability to bridge the gap.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  Preparing alternatives:<\/strong> assessing alternative suppliers, external production capacity and logistics partners by capacity, lead time, cost and risk.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  Placing buffers selectively:<\/strong> safety stock where the risk justifies it \u2013 not across the entire range.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  Scenarios and contingency plans:<\/strong> who decides what if a supplier, a site or a system fails?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\u2192 Network & Site Planning<\/a>  \u00b7  \u2192 Warehouse & Inventory Optimisation<\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Cyber security in the supply chain<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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The supply chain is digital: orders via EDI, delivery notifications in the customer portal, service provider access to WMS and transport management. An attack on a partner can bring your infrastructure to a standstill, even if your own IT is well protected.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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With the NIS2 Directive, transposed in Austria by the NISG 2026, supply chain security becomes mandatory for the companies concerned. They pass the requirements on to their suppliers and service providers, even if the suppliers themselves do not fall under the law.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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In doing so, I connect operational logistics with IT security:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  identifying and assessing critical interfaces and data flows to partners<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  embedding security requirements in supplier selection, contracts and purchasing terms<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  planning emergency operations: how do you keep delivering if a system or a partner fails?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2713<\/span>  coordination with your IT, your information security officer and external specialists<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Transparency and control: from data silo to supply chain control tower<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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When purchasing, warehousing and transport work with different figures, the basis for fast decisions is missing. End-to-end control needs a shared, up-to-date view of the chain.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t

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Transparency through IoT and real-time data<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Shipment tracking, temperature data in the cold chain, fill levels and status updates from partners make visible what is often only noticed on delivery today. What matters is not the volume of data, but that the right data triggers the right decisions.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Supply chain control tower (SCCT)<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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A supply chain control tower brings together data from all tiers, flags deviations early and defines who responds and how. It is first a question of organisation \u2013 KPIs, responsibilities, escalation rules \u2013 and only then a question of software. I recommend starting with a few critical flows of goods and expanding the control tower step by step.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\u2192 WMS & SAP Implementation<\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Reverse logistics: returns and return flows as part of the chain<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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Returns, reusable load carriers, empties, take-backs and disposal are not a side issue. They tie up warehouse space and staff, cause transport and determine how quickly goods become available again. I plan return flows together with the forward chain \u2013 with clear processes, KPIs and costs.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Sustainable supply chain: steps towards a carbon-neutral value chain<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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For many retail and industrial companies, most emissions do not arise at their own sites but in the upstream and downstream supply chain (Scope 3). At the same time, customers and banks are increasingly requesting data \u2013 even from companies that are not themselves subject to reporting requirements.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t

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Measure: capturing supply chain emissions<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Transport, warehouse energy, refrigeration, packaging and load carriers are captured with reliable data \u2013 including from suppliers and logistics partners.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Reduce: implementing the most effective levers<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Network and site structure, capacity utilisation, transport modes, energy use in chilled and frozen warehouses, and reusable packaging loops. Many of these measures reduce costs and emissions at the same time.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Steer: sustainability as a fixed KPI<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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CO\u2082 becomes a control metric on a par with cost, service level and risk \u2013 and feeds into supplier selection and investment decisions.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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End-to-end control: four steps to a manageable supply chain<\/h2>\t\t\t\t<\/div>\n\t\t
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1. Supply chain mapping \u2013 making the chain visible<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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We map flows of goods, partners, sites and return flows \u2013 down to the critical sub-suppliers. You receive a map of your supply chain showing the key dependencies.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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2. Risk and impact analysis<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Dependencies, cost drivers, cyber interfaces and emissions are assessed together. The result is a prioritised list of risks and levers \u2013 including the trade-offs that need to be decided.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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3. Defining the control model<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Shared KPIs, responsibilities, escalation rules and \u2013 where it makes sense \u2013 a control tower. Purchasing, logistics, sales and IT work from a common data basis.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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4. Implementing and embedding<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Measures are implemented, partner contracts adjusted and contingency plans rehearsed. In regular reviews we check whether the control model is working. At the end, I hand over to your team.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Experience in managing international supply chains<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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As Director Supply Chain Management in international retail, I was responsible for network planning, warehouse sites, automation and digitalisation programmes across several countries \u2013 with purchasing, sales, IT and external partners at one table. I bring this cross-functional perspective to your company.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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\u2192 More about Andreas Zich<\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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How we can work together<\/h2>\t\t\t\t<\/div>\n\t\t
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Consulting<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Supply chain mapping, resilience and risk analysis as a basis for decisions.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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External project management<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Setting up a control tower, supplier risk management or a network transition.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Interim Management<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Interim supply chain leadership, for example during a crisis or a vacancy.<\/p>

\u2192 Interim Management<\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Do you know where your supply chain is most vulnerable?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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In an initial consultation, we clarify where the biggest lever for your end-to-end control lies.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tBook an appointment online<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
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Phone +43 676 48 40 772<\/a> \u00b7 andreas.zich@azentron.com<\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Frequently asked questions<\/h2>\t\t\t\t<\/div>\n\t\t
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What is supply chain resilience?<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Supply chain resilience is the ability of a supply chain to anticipate disruptions, absorb them and recover quickly. It is built on transparency about dependencies, prepared alternatives, targeted buffers and clear decision rules.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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What is a supply chain control tower?<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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A supply chain control tower is a central control unit that brings together data from all tiers of the supply chain, reports deviations early and coordinates responses. It consists of organisation, processes and KPIs \u2013 the software is only one part of it.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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How do I identify dependencies on sub-suppliers?<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Through supply chain mapping: critical suppliers are asked about their own suppliers, production sites and transport routes. This reveals, for example, when several of your suppliers depend on the same sub-supplier.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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What does NIS2 mean for my supply chain?<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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NIS2 requires the companies concerned to manage the security of their supply chain. In Austria, this is governed by the NISG 2026. Affected customers pass these requirements on to their suppliers and service providers \u2013 which is why companies that do not themselves fall under the law are also affected.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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What does reverse logistics include?<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Reverse logistics covers all return flows in the supply chain: returns, reusable load carriers and empties, take-backs, repair and refurbishment, as well as disposal and recycling.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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What are Scope 3 emissions in logistics?<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Scope 3 emissions arise outside your own company in the upstream and downstream value chain \u2013 for example from transport by service providers, purchased goods and packaging. For many companies, they account for the largest share of emissions.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Is an end-to-end approach also worthwhile for medium-sized companies?<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Yes. Medium-sized companies in particular often depend on a few key suppliers or logistics partners. The starting point does not have to be large: mapping the most critical flows of goods usually already reveals the most important risks and levers.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

Supply Chain Beratung: die gesamte Lieferkette steuern \u2013 vom Sub-Lieferanten bis zur Retoure Mit seiner Supply Chain Beratung unterst\u00fctzt AZentron Solutions Unternehmen dabei, ihre Lieferkette als Ganzes zu steuern \u2013 \u00fcber die eigenen Abteilungen hinaus, mit Lieferanten, Logistikpartnern und Kunden, bis zu den vor- und nachgelagerten Stufen, auf die Sie keinen direkten Einfluss haben. Im […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"elementor_header_footer","meta":{"footnotes":""},"class_list":["post-1204","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/azentron.com\/en\/wp-json\/wp\/v2\/pages\/1204","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/azentron.com\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/azentron.com\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/azentron.com\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/azentron.com\/en\/wp-json\/wp\/v2\/comments?post=1204"}],"version-history":[{"count":3,"href":"https:\/\/azentron.com\/en\/wp-json\/wp\/v2\/pages\/1204\/revisions"}],"predecessor-version":[{"id":1207,"href":"https:\/\/azentron.com\/en\/wp-json\/wp\/v2\/pages\/1204\/revisions\/1207"}],"wp:attachment":[{"href":"https:\/\/azentron.com\/en\/wp-json\/wp\/v2\/media?parent=1204"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}