Cut Distribution Costs 8–15% in 6–7 Months. Seamless. Measurable. Permanent.
Underperforming on cost, service, and working capital?
We fix how distribution runs.
In 6–7 months, we implement the structural changes that align strategy with execution — integrating network, inventory, warehousing, and transportation into one performance-driven operating model.
Identify structural gaps and quantify your 8–15% savings opportunity.
☑ Operator-led. ☑ No new systems required.
◉◉◉◉◉ Trusted by a $2B US industrial company
When Distribution Stops Delivering
You see it in three places:
Cost continues rising despite freight bids and productivity programs.
Service requires increasing intervention to protect OTIF.
Working capital expands faster than revenue.
Each issue appears operational.
It is not.
When cost, service, and working capital deteriorate simultaneously, the problem is structural.
Distribution is no longer engineered to deliver what the strategy demands.
The Symptoms Are Predictable
Across large networks, the pattern is consistent:
Expedites compensate for planning instability.
Safety stock protects fill rate at the expense of cash.
Additional nodes are added to protect service.
Automation is layered onto unstable flow.
Transportation contracts are renegotiated without correcting lane logic.
KPIs improve locally while total cost-to-serve drifts upward.
Effort increases.
Control decreases.
Margins compress not because teams are ineffective — but because the system contradicts itself.
When symptoms multiply across cost, service, and capital, the cause is not execution intensity. It is system design.
The Structural Cause
Over time, distribution networks evolve through incremental decisions:
A facility added.
A buffer increased.
A customer promise expanded.
A SKU portfolio widened.
A new channel introduced.
Each decision is rational.
Collectively, they distort the operating model.
The result is structural misalignment between:
Inventory positioning and actual demand flow.
Facility roles and throughput reality.
Transportation strategy and network physics.
KPIs and financial objectives.
Strategic ambition and operational architecture.
Execution inherits contradictions it cannot resolve.
No warehouse manager can fix a misaligned network.
No transportation bid can correct flawed flow architecture.
No inventory optimization tool can compensate for role confusion across nodes.
Performance stalls because structure resists it.
Distribution outcomes are structural outputs. If structure is wrong, results cannot be right.
Why Optimization Fails?
Most companies respond with initiatives:
-Freight re-bids.
-Lean projects.
-Inventory modeling exercises.
-Warehouse productivity programs.
-Control tower implementations.
These create localized gains.
They do not change structural behavior.
Within 12–18 months, cost drifts back.
Working capital expands again.
Service variability returns.
Because the operating model was never re-engineered — only adjusted.
Structural misalignment demands structural correction. That is the mandate of A.I.M.
A — Architecture
Inventory & Flow Architecture
I — Infrastructure
Fulfillment Infrastructure & Operating Control.
M — Mobility
Network & Mobility Strategy
The A.I.M.™ Distribution Model
Architecture defines the physics of the network.
It answers:
Where inventory should exist.
How much should exist.
Why it exists there.
How product should flow between nodes.
Which facilities serve which mission.
Most organizations accumulate inventory defensively.
Architecture replaces defensive inventory with intentional positioning.
When flow logic is engineered correctly:
Safety stock reduces without service erosion.
SKU-location proliferation contracts.
Inventory buffers stop multiplying.
Working capital is released structurally — not temporarily.
Architecture determines how the system behaves before execution begins.
Infrastructure translates architectural intent into controlled execution.
It aligns:
Facility roles with network design.
Slotting and storage with actual velocity.
Throughput capacity with demand reality.
Labor models with engineered flow.
KPIs with financial outcomes.
Warehouses often operate efficiently inside flawed structural mandates.
A.I.M. corrects the mandate.
The outcome is not incremental productivity — it is stabilized throughput, reduced variability, and measurable cost compression.
Infrastructure restores operational control.
Mobility aligns transportation with engineered flow.
It determines:
Lane architecture.
Mode selection logic.
Consolidation strategy.
Contract structure.
Carrier ecosystem design.
Freight inflation is often blamed on markets.
In reality, unstable flow drives unstable freight.
When architecture and infrastructure are corrected, mobility becomes strategic rather than reactive.
Expedites decline.
Contract structures simplify.
Freight cost compresses structurally.
OTIF stabilizes.
Mobility completes the operating model.
Iqwana’s A.I.M.™ Distribution Model is a structural execution framework.
It does not optimize pieces of distribution.
It realigns the system.
A.I.M. operates across three engineered layers — because performance is produced across three layers.
Why A.I.M. Is Necessary
Cost, service, and working capital do not move independently.
They are system outputs.
Most transformation programs treat them as separate initiatives:
-Cost reduction task force.
-Inventory optimization project.
-Transportation bid cycle.
-Warehouse productivity program.
These create local improvements.
They do not change structural behavior.
A.I.M. integrates architecture, infrastructure, and mobility into one performance-driven operating model.
That integration is what makes the 8–15% cost reduction durable.
Without structural integration, gains reverse.
The 6–7 Month Transformation
Iqwana operates inside a defined time horizon.
Not indefinite advisory.
Not multi-year ambiguity.
6–7 months.
The sequence is controlled:
1. Structural Diagnosis (Weeks 1–6)
We quantify:
Cost leakage.
Inventory distortion.
Network misalignment.
Infrastructure constraint.
Mobility inefficiency.
The outcome is numeric — not descriptive.
A quantified savings opportunity and structural roadmap.
2. Structural Engineering (Weeks 6–14)
We redesign:
Inventory positioning.
Flow logic.
Facility roles.
Control architecture.
Network and mobility strategy.
Blueprints are built for execution — not presentation.
3. Implementation & Control (Months 4–7)
We embed structural changes:
KPI rewiring.
Governance shifts.
Operational reset.
Mobility realignment.
Financial tracking.
Operator-led.
Data-driven.
Execution-focused.
At exit, performance does not depend on us.
It is embedded in structure.
What Changes — Tangibly
By month seven:
Cost:
8–15% distribution cost reduction.
Structural freight compression.
Lower cost-to-serve variability.
Service:
OTIF stabilization.
Reduced expedite volatility.
Throughput predictability.
Working Capital:
Inventory rationalization.
Reduced defensive buffers.
Cash release embedded in policy.
Most importantly:
Performance does not decay after year one.
Because the operating model changed.
Who We Work With
Iqwana partners with $300M+ revenue operators managing multi-DC distribution networks where:
Distribution spend exceeds strategic tolerance.
Working capital is expanding faster than revenue.
Service commitments strain infrastructure.
Network complexity has outpaced governance.
Optimization programs have produced temporary gains.
We are not a technology vendor.
We are not a benchmarking firm.
We are not a staff augmentation provider.
We are a structural performance advisory firm.
Engagement is selective.
Mandates are financially material.
Outcomes are measurable.
What Makes Iqwana Different
Operator-Led
This is not theoretical consulting.
It is designed and delivered by operators who have built, run, and restructured distribution systems.
Financially Anchored
Savings are quantified upfront and tracked through implementation.
Structurally Integrated
Architecture, infrastructure, and mobility are engineered as one system.
Time-Bound
6–7 months. Defined entry. Defined exit.
Permanent
We redesign the operating model — not just the metrics.
The Decision Point
If cost pressure is cyclical, wait.
If service variability is tactical, optimize locally.
If working capital drag is temporary, absorb it.
But if distribution structurally contradicts strategy —
the operating model must change.
Iqwana exists for that moment.
Next Step
Request a Performance Assessment.
We will:
Identify structural gaps.
Quantify your 8–15% savings opportunity.
Define whether A.I.M. is appropriate.
No slides.
No theory.
Just structural truth — and the path to correct it.
Cut Distribution Costs 8–15% in 6–7 Months. Seamless. Measurable. Permanent.
Let’s Identify Where Value Is Being Left on the Table
In a short call, we’ll discuss your distribution network, key pain points, and where meaningful improvements may exist — no pitch, no obligation.
Confidential. Practical. Focused on fit and value.
Copyright © 2026 Iqwana