Delivering tangible, bottom line business results



MainStreet applies advanced Supply Chain operational disciplines and technologies to today's most difficult real-world business problems.

A healthy supply chain is an integrated network of aligned resources, both internal and external, committed to common performance metrics. These resources include raw material suppliers, service providers, retailers, distribution and logistics, primary manufacturers, and secondary manufacturers, all informed by real-time demand alignment.


Today's real-world problems are individually troublesome, but in combination they rob value from your company, ensure customer dissatisfaction, and enable lost value opportunities throughout your company and your Supply Chain partners.

MainStreet delivers products and services, to both commercial and governmental enterprises, designed to focus Supply Chain operations on bottom line results.

Real world problems: escalating logistics costs, global material awareness, demand/supply alignment, customer fulfillment rates, product counterfeiting, ERP/SAP upgrade and refresh, production asset utilization, global synchronization, inventory sizing and location Escalating logistics costs Global material awareness Demand/supply alignment Customer fulfillment rates Product counterfeiting SAP/ERP upgrad and refresh Production asset utilization Global synchronization Inventory sizing and location
Escalating logistics costs: As the cost of fuel rises, this problem escalates. These costs include transportation, wharehousing, material handling fees, fuel surcharges, increasing raw material costs, last mile delivery, and cross docking.
Global material awareness: Large global supply chains are susceptible to multiple failures due to unknown material issues including material location, material condition, material quality, JIT/LEAN failures, customer order fulfillment failure.
Demand/supply alignment: Key to any supply chain is how the material supplies are aligned or synchronized with requirements for materials within the supply chain. Withoug this alignment there is SKU proliferation, multi-level service failure, obsolete inventory, idle manufacturing assets, customer fulfillment failure.
Customer fulfillment rates: One of the greatest issues in any relationship is service inconsistency; this is cause by attempting to serve 100% of your customers 100% of he time with 100% of your products, poor or unrealistic understanding of the customer value proposition, lack of or poor application of customer fulfillment disciplines.
Product counterfeiting: The World Health Organization estimates that over 10% of all pharmaceuticals are counterfieit; the FAA estimates that over 5% of all parts installed last year were fake. Addressing this requires integrated global material track and trace, automated global material legacies, automated material validation on supply chain entry, caging of non-verifiable materials within the supply chain.
ERP/SAP upgrade and refresh: More than half of live ERP systems are over 10 years old. ERP system providers have incorporated significant enhancements and capabilities designed to reduce operating cost, including global trade functionality, advanced planning and optimization, customizable portals, enhanced financial and production reporting, MES integration, RFID and enhanced materials management.
Production asset utilization: The best companies leverage the manufacturing and assembly assets within their supply chain relative to total landed cost to service demand. ROA is a key financial measurement of manufacturing based companies; ROA alone causes material and cost skewing; lowest cost of manufacturing is not always the best total demand supply solution.
Global synchronization: Today's supply chains are extremely complex and global which makes end-to-end synchronization a goal that eludes many enterprises. Issues include timely material synchronization, timely data integration without buyer/seller system integration, and the supply chain network of objects - inventories, production equipment, highly individualized products.
Inventory sizing and location: Inventory is no longer about how much; now it's about how much/where/and when. Delayed differentiation requires a new perspective on inventory, Internally and externally generated bullwhip must constantly be controlled, risk pooling techniques reduce the impact of highly variable demand, minimum/maximum patterns are no longer sufficient in global supply chains.