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What is Supply Chain Management?

Supply Chain Management (SCM) includes many elements, such as (but not limited to) industrial engineering, systems engineering, logistics management, operations management, procurement, information technology and marketing.

As markets globalise, supply chain management grows in complexity and reach with daily developments and evolutions. A multitude of ethical concerns such as sustainability need to be considered, whilst incorporating risk management: ensuring SCM is anything but static.

The DTC Approach…

Using ISO Standard methodology, DTC assures customers that every operational aspect will adhere to strategically planned, quality management systems to meet all relevant requirements of the ISO; whether warehoused, during transportation, or anywhere in between.

We constantly strive to discover new methods to improve growth and development; operating more effectively to meet the demands of an ever-changing market. As a result, our supply chain capability is continually becoming more competitive.

Risks and opportunities that could affect your business include:


  • Poor stock control
  • Holding and buying stock no longer in demand
  • Stock stored in an incorrect location
  • Stock stored for long periods before use
  • Aged stock decreasing in value
  • Cashflow and profit calculations


  • Organised stock (racking locations, bays etc) will reduce time spent in pick and pack, increase Health & Safety levels and regular auditing is easier and accurate reporting becomes more frequent.
  • Not retaining residual stock and reducing stock rotation or inventory turnover to ensure a stronger financial position and less risk due to reduced financial outlay.
  • Efficient stock control to provide accurate fulfilment to the customer and a shorter delivery time, which provides a significant advantage over competition.

Improving stock control to increase profit brings additional benefits:

  • Sustained trade to efficiently establish maximised cash flow objectives for inventory costs, cycle times and re-order quantities
  • Planned delivery of required resources
  • A planned and established warehouse layout to eliminate double handling and facilitate safe storage
  • Clear consultation and communication of objectives to employees
  • KPI auditing leading to adjusted processes and reviewed results focusing on improved outcomes

Actions aligned with management systems increase the effectiveness of internal processes.

Optimising resources and business activities to improve efficiency and productivity increases revenue and profit for organisations.

Ways we have contributed to continual business improvement include:

  • Improved infrastructure: vehicles, warehouses, offices and IT systems
  • Developed internal communications
  • Enhanced relationships and renegotiatged terms with suppliers
  • Established key performance indicators (KPI) and monitoring methods
  • Created procedures and work instructions with an emphasis on prevention of possible problems through using a risk-based approach
  • Advanced staff training