The 3PL or supply chain is failing.

Service levels have dropped. Stock accuracy is unreliable, orders are shipping late or incomplete, and retailers are raising compliance issues. The systems cannot show where the problem starts.

Every week this continues, it costs distribution, margin and credibility.

• The 3PL is blamed before the demand plan and the master data are examined.
• Nobody is measuring performance against the contract that was signed.
• Manual workarounds are built until the real process is invisible.
• A transition to a new provider is attempted at peak season.
• Commercial teams keep promising service the operation cannot deliver.

• What is actually failing: inbound, inventory accuracy, picking, carriers, or the data?
• What does the contract commit the provider to, and what is being measured?
• How accurate is the demand plan the operation is working to?
• What is the cost of failure per week in fines, lost sales and remediation?
• Is this recoverable with the current provider or not?

• Establish a single daily operating rhythm with the provider and internal teams.
• Prioritise the accounts and orders where failure costs the most.
• Get an accurate stock position, even if it has to be counted.
• Communicate honestly with the retailers affected.

• Rebuild inventory accuracy, master data and order processes.
• Reinstate performance measurement against contracted service levels.
• Fix demand planning and replenishment so the operation is working to a real plan.
• Decide on remediation or transition, and plan any move away from peak.
• Design the fulfilment model the business needs for the next three years.