Interim & Advisory

Organisations rarely fail because of effort.

They struggle because planning lacks discipline, decisions lack integration and accountability becomes fragmented.

Carter Mackenzie provides senior interim and advisory leadership across:

Supply Chain
S&OP (Sales & Operations Planning)
Integrated Business Planning (IBP)
Operational transformation

Our focus is practical delivery — not theoretical frameworks.

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Senior Interim Supply Chain & IBP Leadership

Interim Leadership

Experienced interim leadership for organisations requiring immediate stability and direction.

Engagements typically include:

Interim Supply Chain Director
Interim S&OP / IBP Lead
Interim Operations Director
Post-acquisition operational stabilisation
Transformation programme leadership

I step into complex environments, establish clarity, restore governance and drive execution.

Advisory Engagements

Where full-time interim placement is not required, structured advisory provides targeted support.

Typical advisory assignments include:

IBP / S&OP process design
Demand and Supply Review restructuring
Planning governance diagnostics
Working capital improvement
Operational capability assessment
Cross-functional alignment redesign

Advisory engagements are practical, structured and outcome-focused.

What You Can Expect

Across both interim and advisory work, you will benefit from:

A pragmatic, structured approach to organisational challenges
Rich operational experience spanning Supply Chain, IBP/S&OP and transformational delivery
A focus on practical results with lasting impact
Direct engagement at senior leadership levels to cut through ambiguity

Whether your priority is stabilising performance, improving planning credibility, or designing sustainable operational processes, the Interim & Advisory service helps you get there with confidence.

Typical Engagement Scenarios

You may benefit from interim or advisory support if:

Forecast accuracy is disputed or lacks ownership
Inventory is rising without clear explanation
Supply constraints repeatedly surprise the business
Management meetings revisit the same debates
Financial outcomes diverge from operational plans

These are governance and structural issues — not system issues.

Selected Interim Leadership Engagements

GSK - Programme Manager, IBP/S&OP Transformationm

Global pharmaceutical organisation

Led an IBP maturity assessment and multi-dimensional gap analysis across demand, supply and S&OP. Established governance routines, planning standards, RACI and RAID discipline across workstreams. Coached and mentored planning leaders to improve review effectiveness, scenario planning and decision-making quality. Supported readiness for digital planning tool deployment and clarified boundaries between process, people and technology.

Flamingo Horticulture - Head of Planning

Private equity owned business

Engaged to design and deploy S&OP and S&OE processes into a fast-moving, PE-owned environment. Designed end-to-end processes, advised on organisational structure, and improved how the ERP system was used to support planning. Trained, coached and mentored teams, facilitated cross-functional workshops, and supported wider supply chain improvement initiatives.

AstraZeneca - Planning Lead, Vaccines

Global vaccines organisation

Led and developed planning teams across the UK, Sweden and USA during a period of organisational change. Focused on creating the right environment for teams to support internal and external suppliers, maintain continuity of supply and operate effectively in a complex global network.

Arm - SAP Project Manager

Technology enabled supply chain transformation

Programme leadership for SAP GTS upgrade and wider supply chain transformation. Established governance cadence, reporting, RAID management and cross-functional coordination. Managed vendor engagement, supported design, build and test phases, and strengthened programme controls, documentation standards and stakeholder alignment in a lean environment.

Relationship to The School of IBP

Where organisations seek internal capability building, structured learning resources are available through The School of IBP.

Many clients combine advisory support with structured internal training to embed sustainable change.

Explore Whether Interim or Advisory Support Is Appropriate

Every situation is different.

If you are experiencing instability in planning, cross-functional misalignment or performance pressure, email directly to outline your context.

📩 andy@cartermackenzie.co.uk

We can then determine the most appropriate model — interim leadership, structured advisory, or a combination of both.

Confidentiality assumed.