iter-spring26

BestPractice.Club

Iter Consulting

SP / Consultant
Sponsor

We are a specialist supply chain consultancy with over 25 experience of supporting clients across manufacturing and logistics businesses, globally and locally.

Working with BestPractice.Club on...

Current collaborations

This page shows all the current Ecosystem Partner collaborations with BestPractice.Club across:

In-person meetingsOnline sessionsPerspectivesPeople

In-person meetings

Spring 2026 Meeting

From Uncertainty to Momentum: How Operators and Partners Build Confidence in What to Do Next

How do you make confident innovation and investment decisions in supply chains when uncertainty, stakeholder misalignment and execution risk are often bigger constraints than technology itself?
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Plenaries / panels

No items found.

Roundtable discussions

Working capital as a strategic lever, not just a constraint

  • Build confidence in inventory and buffer decisions when demand, supply, and cost signals are unstable
  • Translate working-capital pressure into operating-model choices rather than reactive cost cutting
  • Make explicit the trade-offs between service, cash, and resilience in day-to-day planning decisions
  • Stress-test assumptions embedded in current inventory policies before scaling or investing further
  • Create decision hygiene between supply chain and finance without slowing operational momentum

Online sessions

Why do so many supply chain change initiatives stall before technology choices even become the limiting factor — and what role do data foundations play in that failure?

  • Why “risk management” alone doesn’t build resilience
  • Design choices that enable faster adaptation
  • Trade-offs between efficiency, flexibility, and robustness
Register interest

Perspectives

Interview: Tim Richardson on Designing Resilience for a Volatile World

JP Doggett & Tim Richardson, CEO, Iter Consulting
Supply chains designed for cost and efficiency are now operating in a permanently unstable world. In this conversation, Tim Richardson, CEO of Iter Consulting, explains why volatility is no longer cyclical, why confidence among supply-chain leaders has eroded, and why resilience must be designed into networks rather than bolted on after disruption hits. He argues that adaptability depends less on chasing new technology and more on clear thinking, sound foundations, and leadership capable of making decisions before the next crisis arrives.

People

People supporting decision-support from this Ecosystem Partner

Tim Richardson
,
 
Founder and CEO

Lean, whilst driven by well understood tools is at its heart a creative process. This understanding has driven my working life and helped me to consistently deliver sustained competitive advantage from a manufacturing operation or wider supply chain, both as a consultant and operational manager. My personal success has come from my love of "making things" and my desire to help UK based companies to operate more competitively on the world stage. This has set lean in a wider context as part of the overall optimisation of the "cost to serve", balancing manufacturing cost with distribution and inventory holding costs to deliver the service the market demands.Understanding this is great, but it is my range of experience, emotional intelligence and leadership skills that have taken interesting ideas into the delivery of sustained competitive advantageSpecialities: Lean Manufacturing, Supply Chain Strategy and optimisation, Programme and Project Management, Sales and marketing of Consultancy, Organisational leadership - not just management