Your footprint was right for the business you used to be.

Growth, acquisitions, customer shifts, and changing expectations can leave a network misaligned with today’s business. Leverage models your current network, designs the right future footprint, and supports transition—balancing cost, service, capacity, and growth.

Network decisions are expensive and difficult to unwind. When facilities, inventory, transportation, and service requirements no longer align with the business, costs rise, transit times stretch, capacity tightens, and growth gets harder. We evaluate the network as a system, model the trade-offs, and determine what should change before a major move is made.

The network no longer fits the business.

Network problems often show up as freight spend, service gaps, inventory imbalance, capacity constraints, or duplicated operations long before anyone calls them a network problem.

Your facilities are in the wrong places.

The footprint reflects decisions made for a different mix of customers, volume, or geography, and freight cost and transit time are paying for it.

An acquisition left you with overlapping operations.

Multiple networks, duplicated coverage, excess capacity, and no clear fact base for deciding which facilities or capabilities should remain.

Inventory is in the wrong place across the network.

Too much inventory sits in some locations while others struggle with availability, increasing working capital without consistently improving service.

The network can't flex as demand changes.

Capacity is tight, alternatives are limited, and peaks, growth, or shifts in demand quickly become service problems.

Model the options. Design the network. Make the transition work.

Scope depends on the challenge, but network design work typically includes three components. Modeling supports the decision; operating experience helps determine what will actually work.

Understand the current network and test the alternatives.

We analyze demand, customers, facilities, inventory, transportation, service requirements, costs, and capacity to establish the current-state baseline and model alternative scenarios.

Demand • Footprint • Inventory • Flow • Capacity

Define the future-state network.

We evaluate facility locations and roles, inventory positioning, transportation modes, service levels, capacity, and operating constraints to design a network that balances cost, service, risk, and growth.

Facilities • Inventory • Modes • Service • Capacity

Move from design to go-live.

We turn the selected design into an executable transition plan and can support site or 3PL selection, implementation planning, facility transitions, cutover, governance, and stabilization.

Partners • Transition • Go-Live • Governance

The model can show what’s optimal. Experience helps determine what’s workable.

Labor availability, real estate, carrier capacity, customer requirements, inventory, and transition risk can all change what is practical. We combine data-driven modeling with real-world operating judgment and stay close through implementation.

Modeling grounded in operating reality.

We use the analysis to inform the decision while accounting for constraints and trade-offs that do not appear neatly in the model.

Decisions built around trade-offs.

There is rarely one perfect network. We help leaders understand the implications of different scenarios across cost, service, capacity, risk, and investment.

Provider-neutral decisions.

We design around existing logistics partners when they fit the future-state network, or support competitive sourcing when different capabilities are required.

Execution through transition.

We can stay through site or provider selection, transition planning, cutover, and stabilization so the future-state network becomes an operating reality.

When the network fits the business.

Cost

Facility and transportation spend better aligned with where demand, inventory, and customers actually are.

Service

Inventory placement and transit times designed around customer requirements rather than inherited network constraints.

Scale

Capacity and flexibility built around where the business is going, not where it was when the network was designed.

They became an extension of ours, bringing clarity, structure, and real execution. We are in a far stronger position to scale because of their work.

Chief Supply Chain Officer · Multi-Division Manufacturer

From overlapping acquired networks to one scalable footprint.

See how Leverage helped a multi-division manufacturer rationalize acquired networks, reduce duplicated cost, and improve service performance.

Questions we hear about network design.

“How do we know whether the network actually needs to change?”

We model the current state and alternative scenarios against cost, service, capacity, and growth requirements so the decision is based on what the business actually needs.

“Do you stay involved after the design?”

Yes. We can support provider selection, transition planning, implementation priorities, and go-live so the network moves from model to operating reality.

Is your network built for where you are going?

Bring us the footprint that no longer fits, the acquisition that created overlap, the service issue tied to geography, or the growth plan that will strain capacity. We’ll help determine what should be modeled and the most practical next step.

Supply Chain & Logistics

Your footprint was right for the business you used to be.

End to end

The network no longer fits the business.

Your facilities are in the wrong places.

An acquisition left you with overlapping operations.

Inventory is in the wrong place across the network.

The network can't flex as demand changes.

Model the options. Design the network. Make the transition work.

Understand the current network and test the alternatives.

Define the future-state network.

Move from design to go-live.

The model can show what’s optimal. Experience helps determine what’s workable.

Modeling grounded in operating reality.

Decisions built around trade-offs.

Provider-neutral decisions.

Execution through transition.

When the network fits the business.

Cost

Service

Scale

From overlapping acquired networks to one scalable footprint.

Questions we hear about network design.

“How do we know whether the network actually needs to change?”

“Do you stay involved after the design?”

Is your network built for where you are going?

Supply Chain & Logistics

Your footprint was right for the business you used to be.

End to end

The network no longer fits the business.

Your facilities are in the wrong places.

An acquisition left you with overlapping operations.

Inventory is in the wrong place across the network.

The network can't flex as demand changes.

Model the options. Design the network. Make the transition work.

Understand the current network and test the alternatives.

Define the future-state network.

Move from design to go-live.

The model can show what’s optimal. Experience helps determine what’s workable.

Modeling grounded in operating reality.

Decisions built around trade-offs.

Provider-neutral decisions.

Execution through transition.

When the network fits the business.

Cost

Service

Scale

From overlapping acquired networks to one scalable footprint.

Questions we hear about network design.

“How do we know whether the network actually needs to change?”

“Do you stay involved after the design?”

Is your network built for where you are going?

Supply Chain Logistics