Cross-functional expertise in supply chain planning, finance, analytics, logistics, training, international trade, and customs.
2 Weeks in Quarantine
Catherine shares what post-travel quarantine looks like in our new normal.
Returning to Vietnam During the Pandemic
Meet Catherine. We take a look behind her journey home during the COVID-19 pandemic.
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The World’s (Still) Gone Crazy—COVID19 and Supply Chain
In our latest post, Jay explores the latest industry shifts, how organizations across the globe are responding, and best practices your business can use to keep pace with disruption.
Cash to Cash Series
In this white paper we explore the equation that can support your organization in unleashing financial health.
How We Can Help
The Fortenberry Group, led by Jay Fortenberry, is a team of cross-functional experts specializing in supply chain planning & execution, finance, inventory optimization, analytics, logistics and international trade and customs. The Fortenberry Group works closely with public and private international companies to improve efficiencies, maximize operating cash flow and compete in an ever-changing global economy.
With decades of time-tested experiences, The Fortenberry Group’s in-depth process uncovers hidden costs and expenses.
Regardless of a company’s roster, the Fortenberry team has highly-specialized expertise that is unique in the marketplace.
Our results are sustainable and do not require an upfront investment, expensive software, added headcount, or any disruption to the business.
Optimizing the Supply Chain
Optimizing the Supply Chain is an essential book to help readers understand the dynamics of how a global business operates. Chapter by chapter, this book provides a comprehensive understanding of the core concepts of people, process, and tools and how a supply chain could operate in today’s complex world.
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The Fortenberry Group Case Studies
Inventory and the P&L: Mapping the Supply Chain
In 2011, the business leaders in Brazil complained that they were having difficulties selling product in the region.
The high cost of doing business was a direct result of failures in the supply chain. Initial observations noted that long lead times, missing shipments and the 3PL’s total indifference towards corrective action were all contributing to the problem.
Additionally, it was further determined that the factories in China, Germany, Mexico and the U.S. were completely unqualified and unaware of the intricacies of shipping product to Brazil.
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