Inventory,
recomposed.
A focused advisory for small and mid-sized firms that have outgrown their stockroom — and the spreadsheets that run it.
For fifteen years I have planned inventory across continents — currently across more than thirty countries daily — for one of the most complex categories in industry: pharmaceutical and medical devices. I now bring that discipline, in measured engagements, to firms that need to stop guessing at their stock.
Excess inventory reduced over twenty-four months across a global network.
Countries planned daily — vendors, regional hubs and field engineers, currently.
In supply chain planning, demand planning and S&OP — pharma & medical device industries.
In-house tools deployed: AI-assisted replenishment, managing millions in inventory across thousands of materials.
Two engagements,
one progression.
Every engagement starts with a one-month diagnostic. Where the work uncovers a tooling gap, the second service builds a custom web application to close it — and a small monthly retainer keeps it alive.
Diagnostic
A structured, one-month read of where the problem actually is. I analyze your stock, demand and purchasing data, identify the root causes — not the symptoms — and deliver a prioritized action plan you can run with internally.
Build
Where the diagnostic uncovers a tooling gap, I build a custom web application that replaces the spreadsheets entirely — fully automated, integrated with whatever software and data you already run on. After delivery, a monthly retainer keeps it maintained and evolving with the business.
Note — Diagnostic and Build are usually sold together; the one-month diagnostic is also available as a standalone read.
A consultancy that finishes, and then leaves.
A working session with your operations lead. I leave with one question: where is the pain measured in dollars, not adjectives?
A read of your data as it is — not as the ERP claims it to be. The first artifact is always a current-state inventory map.
A short, defended set of recommendations. Each one tied to a number it is expected to move, and a date.
Your team owns it after I leave. If a tool was built, the retainer keeps it alive — but ownership stays with you.
Replanning spare parts
for a global surgical OEM.
"The challenge was the most complex inventory category in the business: thousands of low-volume spare parts, distributed to hundreds of field engineers, across more than thirty countries — with patient outcomes downstream of every stockout."
The work began as an inventory diagnostic and grew into a full redesign of the chain — from external vendors, through regional hubs, to the trunk of a field service engineer. New segmentation. New policies. New cadence. The number that mattered moved.
Emilio Coatti.
Global Supply Chain Planning Manager with fifteen years in demand planning, S&OP and inventory strategy — currently leading global spare-parts planning for a multinational surgical sterilization manufacturer.
Daily work spans more than thirty countries and a distributed team across the U.S., Brazil, Switzerland and Singapore. The hardest part of the job isn't the math — it's translating across four time zones, four reporting cultures and a dozen first languages without losing the operational thread. I have learned to negotiate inside that, not around it.
The same analytical posture, in a setting where the variables are fewer but the consequences are sharper. The discipline of a global planner, applied where one decision actually moves the room.
Write me a paragraph.
I'll write you back.
Tell me what you sell, where it sits, and what's keeping you up about it. A short note is enough to know if we should talk.