Context: A two-site manufacturing footprint was under pressure from projected growth, changing product mix and rising demand volatility.

Challenge: The business needed to understand where capacity gaps would appear, what could be transferred, where inventory and service risks sat, and how to expand capacity without unnecessary disruption or cost.

Role: Contributed to the footprint analysis and option development, covering line strategy, transfer scenarios, inventory and service trade-offs, and practical new-line capacity options across both sites.

Outcome: Leadership gained a clearer basis for network decisions, including assessment of 2.5m units of pull-forward, 3.0m units of transfer, 300k/week new-line capacity and logic-based scenarios up to 580k/week.