Your operation is one system.We treat it like one.
When the parts of a supply chain run in isolation, the same problems keep coming back and margin leaks out. EBD Advisory bridges planning, sourcing, and supply, because a decision in any one of them lands on the others. The fixes we design across people, process, and technology recover margin and keep supply secure, with an operation that can move faster when conditions shift. That is where the durable gains in cost and reliability come from.
Built and proven at enterprise scale.Sized to yours.
Planning & Supply Resilience
One planning system the whole business steers by, with the hard trade-offs worked out before volatility forces them.
Companies typically run three sets of numbers. Commercial forecasts demand, finance commits to a P&L, supply chain plans capacity, and the three rarely reconcile until a quarter goes sideways. Then volatility lands. A launch runs hot and you are short, a supplier stumbles and the whole network feels it, and the response gets improvised under pressure because no one set the plan up to absorb it.
EBD Advisory builds the planning system that closes that gap, governance and cadence first and technology second, because a planning tool enforces a process and doesn't invent one:
- An IBP and S&OP operating model that puts commercial, finance, and supply chain on one set of numbers and one forward plan
- A forward planning horizon the leadership team can steer by, with demand planning that turns history and market signal into a forecast the business can trust
- Scenario playbooks built before the launch or the surge, so when demand runs well above or below plan the levers are already agreed and the team executes instead of inventing a response in the moment
- Supply positioned ahead of demand, with demand sensing on the launches that matter most and supply risk priced before it reaches the P&L
- Network redundancy and inventory positioning that keep product flowing when a node or a supplier goes dark
This is a system Teddy has built from the ground up. At Taco Bell, he stood up its first end-to-end integrated planning capability: an 18-month rolling S&OP framework and the governance cadence that aligned operational capacity to the commercial commitments, on a demand model he built from scratch. That work became the template the co-op scaled across all three national brands, and it carried the network through COVID-19 with zero supply-driven store closures.
The leadership team runs one monthly cycle on one set of numbers, the big supply trade-offs get weighed and decided before the moment forces them, and forecast accuracy improves enough to take cost out of inventory and expediting within two quarters.
Sourcing & Procurement
Cost taken out of what you buy and how it gets used, without putting supply or quality at risk.
You know your costs are higher than they should be, but the real drivers are buried under finished-product pricing. Most cost-out work stops at the unit price, and the bigger money sits on either side of that number. How a product is specified and packaged sets what it costs to produce. Palletizing decides what it costs to move. And a format chosen to shave a few cents at the plant can add labor or waste every time someone handles it. Meanwhile spend is spread across too many suppliers, and the categories that actually move margin aren't the ones getting attention.
EBD Advisory gets underneath the cost and builds the sourcing strategy that takes it out:
- Should-cost and total-cost-in-use models built from the ground up, so the real drivers (raw material inputs, production, packaging, freight, and how the product gets used) are visible, not just the invoice price
- A category and sourcing strategy that consolidates spend, keeps supply economical, and manages supplier risk deliberately rather than inheriting it
- SKU and pack-size rationalization that strips out complexity nobody is pricing, along with the freight and handling cost that rides with it
- The make-versus-buy and specification moves that take cost out at the source while protecting continuity and quality
- Sourcing decisions made together with the plan, so a cost-out move never quietly creates a supply problem downstream
Sourcing has been a through-line of Teddy's career. He led an 18-month domestic margin-improvement program that delivered $94.2M in recurring savings, driven by strategic sourcing, should-cost modeling, SKU and pack-size optimization, and freight efficiency. Separately, he built the international sourcing strategy across 23 markets, finding paths to cut COGS by up to 10% per market and re-architecting protein sourcing in select markets from imported finished goods to locally sourced raw proteins finished in house.
The cost comes out of what you buy and how it gets used, and the next budget cycle does not quietly hand it back. Supply security is intact, and the business can defend every number because finance validated it.
Operational Efficiency
The day-to-day runs on a clear routine, so your people spend less time firefighting and more time where it moves the business.
Most supply chain teams are busy, but a lot of that motion is rework, and the decisions that matter get made in a silo. A team commits to extra raw material ahead of a launch, or holds it back to protect working capital, and because no one owns that call it gets made inside one function, without the others in the room who would have weighed the write-off risk against the upside the inventory was protecting. The same questions get answered three different ways, the process lives in a few people's heads instead of on paper, and the day goes to chasing problems by hand. When one of those people leaves, the knowledge walks out with them.
EBD Advisory builds the operating model that gets the routine running without heroics, so the team's time goes back to the work that adds value:
- Decision rights set so every recurring call has a clear owner and stops getting relitigated each time it comes up
- The core processes documented and standardized, so the operation doesn't depend on who happens to be in the room
- A clear operating cadence, so routine work runs to a known rhythm and only the real problems land on leadership's desk
- The supplier and cross-functional relationships mapped, so the team knows who owns what and where the operation is exposed if a partner drops
This is what Teddy built at enterprise scale. As head of the enterprise Planning Center of Excellence, he standardized how the work got done across three national restaurant brands and set clear ownership for the recurring decisions, so a lean central team could oversee a multi-billion-dollar spend with confidence. In a single year, the model quadrupled the number of items the team actively forecasted and monitored.
The team runs the operation day to day without heroics. Routine calls have clear owners, the process holds when people change seats, and your strongest operators get their time back for the work that actually improves the business.
Digital & AI
One trustworthy view of the operation, and an early warning when the numbers start to drift.
An operation can have plenty of data and still get surprised. Half the week goes to pulling numbers into spreadsheets and reconciling whose version is right, and by the time the picture is clear the problem has already happened. Sales ran ahead of plan and the shelf is empty, a PO that needed to go out didn't, inventory drifted off target, the production plan stopped matching what the network actually needs. The signals were all in the data. Nothing surfaced them in time to act on them.
EBD Advisory builds the path from reactive to predictive, and sequences it so the investment pays off:
- Standard dashboards and one source of truth, so the team reads the operation instead of rebuilding the numbers every week
- Exception alerts wired to the metrics that matter, so a deviation forming shows up while there is still time to correct it, well before it lands in next month's report
- An AI and analytics strategy set against the decisions that move the business, separating where AI earns its keep, like demand sensing and exception management, from where it only adds noise
- The data infrastructure and quality that make those signals trustworthy, with a roadmap sequenced to operational payoff and the change management that makes adoption stick
This is the shift Teddy ran at enterprise scale. He implemented and scaled a single planning platform across three major brands, and moved the bulk of the spend from reactive monitoring to management by exception. Inventory was tracked nightly across about five million SKUs, and forecasts were generated weekly for an 18-month horizon. The sequencing mattered as much as the technology: the operating discipline and data quality came first, so the investment compounded instead of stranding capital.
The operation shifts from explaining what happened to catching what is about to, problems get fixed while they are still small, and every technology and AI investment maps to a decision it improves.
How engagements run
Every engagement starts with the diagnosis: tracing the friction back to its real cause, down where the problem starts. From there, the fix is designed with your team, so the strategy fits how your operation runs and your people can carry it.
Most work is project-based: a defined build with a clear outcome, run deep inside the business until the new model holds on its own. Clients can take the diagnosis and design and run the build themselves; more often EBD walks through implementation with them, doing the heavy lift where it helps and building the team's ownership along the way. Project-based doesn't mean transactional: the model is built for operators who return as the business scales into its next constraint.
For leaders who want a steady hand rather than a full build, EBD also works in an advisory capacity: pressure-testing operating-model and major-investment decisions alongside the executive team.
We work with a few clients at a time, deep in the business rather than wide across many.