​A multinational beverage company wanted to get a better understanding of its value chain and the potential job creation opportunities for women. During the first phase of the project, the focus was on assessing micro-distribution methods used in emerging markets, the financial cost implications (financial modelling), and potential jobs a 3rd party distribution model could create in the system.

A multinational consumer goods company with an established operation in Mozambique was assessing the possibility of expanding its distribution in Nampula province, in the north of the country.  Their distribution strategy in Nampula focused mainly on larger wholesalers in large towns, which acted as passive collection points. They were eager to develop a more proactive strategy, focused on servicing small groceries and HORECAs, and required a Route-to-Market plan. 

A multinational consumer goods company in Thailand was facing increased complexity with its diverse product portfolio in small groceries and food shops in Bangkok. The operation struggled to manage their direct sales system and product availability of some key stock-keeping units (SKUs). Their complex product portfolio also affected fleet capacity and load management. They required an assessment of their Route-to-Market and transportation management system servicing small groceries and food shops.

​​A local Egyptian consumer packaged goods company wanted to improve its service to small groceries in lower-income neighbourhoods of Cairo. The company worked primarily through a wholesaler system but was searching for cost-effective distribution options. Faced with strong competition — they required a new Route-to-Market model to increase sales and outlet coverage in small groceries.

​A consumer packaged goods company was interested in entering the Ethiopian market. The client wanted to gain a better understanding of the sales and distribution best practices in the country, a profile of retail channels, the impact of open markets, and the distributor network available to exporters.

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​A Zambian agrochemical company was eager to expand its product range to smallholder farmers (SHFs) in the country. The company focused primarily on commercial farmers in Zambia and lacked the required retail footprint to cost-effectively service SHFs. The company wanted to pilot a distribution model that would be scalable in upcountry areas.

​A multinational beverage company required an assessment of innovative, non-traditional ways their global operations were servicing their customer base in fragmented markets. The benchmarking project analysed models in Asia, Africa, Europe and Latin America. Three distribution models were selected in China, South Korea and Southern Italy, for a detailed in-country analysis.

A pharmaceutical multinational was interested in entering Nigeria and Ghana. They had no presence in West Africa and was interested in appointing distributors in the two countries. Prior to entry, they needed a better understanding of the country dynamics, retail channels, and an assessment of potential distributors. 

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​An Iranian consumer goods company’s sales team performed poorly in Tehran’s largest market. With no warehouse in the area, travel consumed a large percentage of the sales team’s time, and busy market streets created further delays. The salesmen were poorly trained and lacked specific channel standards. They required an in-depth analysis of their sales and Route-to-Market system in the market, and the design and pilot of a low-cost distribution model. 

​A Guinea-Conakry beverage company was struggling with volume decline in a tough operating environment. They were facing increased competition from local brands and imports, and their current Route-to-Market model was ineffective, with limited product availability of key products in the market. They required a Route-to-Market assessment and wanted to pilot a distribution model directly servicing their informal customer base.

​A multinational personal care company was interested in expanding its operations in Nigeria. They were mainly trading (exporting) and were interested in establishing a permanent distribution base in the country with a focus on growth. They were eager to explore opportunities not just in Lagos but also in the rest of the country. They required a retail and distributor assessment in the country.  

A consumer goods company in Rwanda was eager to improve its distribution to small groceries. The company wanted an external view on distribution model options in similar markets. The Supply Chain Lab ran a workshop with key managers, focused on Route-to-Market model options and key distribution issues to consider.

A beverage company was struggling with transshipment issues of its product between Vietnam and the United Kingdom. They were facing high penalties due to its franchise agreement. The problem appeared to originate at the distributor network, servicing small groceries and food shops. They required an assessment of their systems and distributors servicing traditional customers.

A consumer goods company with an operation in Algeria was trying to gain insight into its Route-to-Market effectiveness. The company was concerned about the growing role of large distributors, and the impact these distributors will have on their business going forward. They wanted to understand the current gaps in the markets and potential Route-to-Market distribution alternatives.

A consumer goods company was interested in acquiring a local Bangladesh manufacturer to expand its footprint in the sub-continent. They had limited knowledge of the country and were eager to get a better understanding of the operation, market potential and resources required. 

A bilateral donor project required an assessment and the development of a last-mile logistics strategy for Tanzania’s central medical store. The project focused on reaching health centres and clinics in urban and rural areas.

A bilateral donor project required technical assistance during an assessment of Ghana’s central medical store and the development of a cold chain strategy.

An international financial institution required a rapid assessment of the public medical supply chain in South Sudan, to facilitate public-private partnerships (PPPs). The project focused on procurement, storage, transportation and last-mile logistics. 

A non-profit organisation in Tanzania required a rapid assessment of their social product supply chain. The project focused on supply chain gaps and distribution opportunities.