Wildernet Strategic Consultancy · Supply chain ROI diagnostic
Maturity assessment
Current state across 8 dimensions · Confidential
Draft · June 2026
Finance and supply chain teams scored each dimension independently. Variance between teams is itself a finding — misalignment indicates gaps in shared language and process.
Dimension
Score (1–5)
Variance
Level
Overall maturity
2.4 / 5
Developing. Investment decisions are being made but without consistent methodology, shared baselines, or accountability for benefit delivery.
Critical gaps
Scale
Methodology: Conservative first-year benefits only. Values adjusted for confidence. Conversion method stated per measure. Click any row for analyst note.
Measure
Current → target
Conversion method
Annual value at risk
Confidence
Status
Total addressable value at risk
Conservative aggregate · First year · 7 measures · Pre-investment
$4.6M – $6.6M
Before risk adjustment · See section 4 for initiative-level figures
Return
ROI
Investment
Payback
Initiatives
Bubble size = relative investment. Hover for detail.
Fund first
High return, high confidence. Prioritise budget here.
Isolation: Trend line + participant estimate, 75% attribution, 75% confidence. Most conservative alternative selected.
Intangibles (not converted)
Planner capability upliftCommercial plan confidenceReduced reactive purchasing
All calculations use fully-loaded costs including direct, indirect, and prorated items. First-year conservative benefits only. BCR = annual benefits ÷ total cost. Payback = total cost ÷ annual benefits × 12.
Purpose: Named benefit owners with structured tracking cadence. Benefits without owners do not materialise. Designed for monthly S&OP and quarterly leadership review.
Benefit
Metric
Baseline
Target
Owner
Review cadence
Status
Monthly (S&OP)
Forecast accuracy, perfect order rate, supplier OTIF. Signal-based — flagged only if outside agreed threshold.
Quarterly (leadership)
Inventory carrying cost, DIO, cost per order. Full benefit vs target with CFO visibility and variance explanation.
Post-implementation
Formal review at 3 and 6 months post go-live. Benefit owner presents actuals vs projected with written explanation.
Recommendation: Establish a tiered investment decision framework with clear decision rights. The current absence of structure means approvals are inconsistent, business cases vary in quality, and benefit tracking has no owner.
Tier 1
Up to $150K
ProposeSC team
EvaluateSC Director
ApproveCOO
TrackSC Manager
Tier 2
$150K – $500K
ProposeSC Director
EvaluateFinance + SC
ApproveCFO + COO
TrackSC Director
Tier 3
Above $500K
ProposeLeadership team
EvaluateFinance + SC + Strategy
ApproveCEO + Board
TrackCFO
Business case requirements
Review and escalation cadence
Sequencing logic: Phase 1 establishes the process and governance foundation that Phase 2 depends on. Technology-heavy investments are deferred until planning maturity and data quality can support them.
Phase 1 · Foundation
Q3–Q4 2026. S&OP governance, demand planning discipline, and inventory policy. Creates the measurement and decision infrastructure everything else depends on.
Phase 2 · Scale
Q1–Q2 2027. Supplier governance and returns optimisation. Lower risk, high confidence — builds on Phase 1 capability and extends it outward.
Phase 3 · Transform
Q3 2027+. Technology-enabled transformation — WMS and broader systems investment — enabled by the data quality and process discipline in Phases 1 and 2.