SUPPLY CHAIN INTELLIGENCE
Supply-chain decisions are really cost, cash, service and risk decisions.
A cheaper supplier is not necessarily the better choice if it increases lead times, inventory needs or geopolitical exposure. Sheyconomics helps leadership teams and investors understand those trade-offs, quantify the financial impact and decide where intervention creates the most value.
When this work is useful
Use this work when supplier concentration is becoming a risk, inventory is absorbing too much cash, service levels are falling despite higher logistics costs, a portfolio company needs an operational value-creation plan, or management is deciding whether regionalization, dual sourcing or automation actually improves economics.
Supplier risk
Concentration, financial health, single-source exposure, geography and performance.
Working capital
Inventory turns, safety stock, service requirements and cash conversion.
Network economics
Lead time, OTIF, logistics, TCO, route economics and margin impact.
GLOBAL OUTLOOK 2026–2030
Global supply chains are being redesigned, not abandoned.
OECD estimates global value chains account for about 70% of international trade. Its resilience work also shows broad relocalization could reduce global trade by more than 18% and global real GDP by more than 5%, reinforcing the case for diversification and adaptability rather than simple isolation.
70%
Share of international trade linked to global value chains.
18%+
Potential decline in trade in broad relocalization scenarios.
5%+
Potential reduction in global real GDP in the same scenarios.
Sources: OECD Global Value & Supply Chains, OECD Supply Chain Resilience Review, World Bank GEP, June 2026.
Case: procurement and supply-chain value creation
Context. A large industrial spend base required stronger visibility across suppliers, sourcing economics and operating dependencies.
Scale. Approximately €80M of spend with a €15M savings program.
Decision value. The work shows how cost reduction can be connected to resilience, supplier strategy and operating execution rather than pursued in isolation.
What a mandate can deliver
Supplier risk heatmap
Dependency, concentration, geography and performance.
Inventory model
Safety stock, turns, service and cash trade-offs.
Cost-to-serve model
Customer, route, product and network economics.
2030 scenario model
Risk, service, cost and capital under alternative futures.
