Strategy and execution, held by the same people.
We architect resilient, agile supply chains and operations that turn operational complexity into a distinct competitive advantage. By bridging enterprise strategy and execution excellence, we empower organisations to scale sustainably, optimise capital and unlock next-level performance.
Four commitments we make before any engagement starts.
Every initiative has a measurable lever
If a recommendation cannot be traced to revenue, service, cost, cash or planner productivity, it does not enter the plan.
Senior people do the work
Clients work with the advisors who designed the approach. There is no pyramid to climb.
Technology follows the decision
We start from the decision that needs improving, then choose the platform, model or agent that improves it.
Benefits are tracked to the ledger
Our Value Realisation Office stays until revenue, service, savings and cash release appear in reported results.
Ashwini Kumar
Ashwini has spent 25 years designing and delivering supply chain transformations for global manufacturers, most recently as a Principal Director in a global supply chain and operations practice.
His work spans IBP and S&OP deployments at multinational consumer goods and industrial companies, operating model and organisation design, and planning platform selection and delivery. In steel, he led planning programmes that tied production, product mix and order fulfilment to profit, including a closed-loop planning solution recognised with a worldwide implementation excellence award.
He founded Valtyx to give executives a smaller, senior team that connects the boardroom case to the plant floor, and that treats agentic AI and machine learning as practical tools for planners and engineers.
Draft Add portrait, LinkedIn link and one client-approved quote before launch.
Methods we bring to every engagement.
Working names for the frameworks to be documented on this page. Each gets a short summary, a diagram and a downloadable one-pager.
Value Realisation Office
Governance, baselines, benefit tracking and Finance sign-off for transformation programmes.
Supply Chain Segmentation Canvas
Customer, product and channel segments mapped to differentiated growth, service and inventory policies.
Agentic Planning Blueprint
Which IBP steps to automate, which to augment and which to leave with people, with guardrails.
Network Risk Architecture
Footprint exposure expressed in revenue at risk, tested in a digital twin.
Constraint-Led OEE Method
Loss classification at machine level, ranked by contribution to plant throughput.
Forecast Value-Add Ladder
Every forecast step tested for the accuracy it adds, so effort lands where it pays.
