Most companies think about supply chain in terms of execution: forecasts, replenishment, and inventory turns. Those are important, but they only tell part of the story. If the underlying design of your network isn’t right—if facilities are in the wrong place, roles aren’t clear, or inventory is staged inefficiently—you’re fighting an uphill battle no matter how good your planning tools are.
That’s why supply chain design has become such a critical capability. It’s where you ask and answer the questions that define long-term performance:
- What’s the most effective role for each distribution center and branch?
- Where should you expand—or consolidate—to support growth?
- How much inventory is really required across the network?
- Which processes should shift upstream to vendors to free up resources internally?
The companies that get design right don’t just run leaner operations. They build networks that are more resilient, flexible, and aligned with customer expectations.
A Real-World Example: Continental Battery Systems
Continental Battery Systems (CBS) had grown rapidly through acquisitions, expanding to more than 150 locations across North America. On the surface, that appeared to be a competitive advantage: a broad reach, closer proximity to customers, and a stronger footprint. But without a cohesive design behind it, the network created as many problems as it solved.
- Inventory was bloated and inconsistent. Some branches were carrying months of excess stock while others were struggling with stockouts.
- Service levels varied widely. Customers in certain regions received next-day delivery while others waited far longer.
- Processes weren’t standardized. Each branch had its own way of planning and sourcing, making it almost impossible to manage the business as one unified network.
Instead of just tightening up planning at the branch level, CBS worked with GAINS to put design at the center of the transformation. By modeling scenarios across their entire network, the team uncovered new ways to:
- Maximize existing distribution centers before adding new ones
- Determine the best location and size for future facilities
- Reduce inventory while maintaining high service levels
- Shift labeling and packaging activities back to vendors to streamline operations
The results were big:
- 40% reduction in inventory, freeing up millions in working capital
- Fill rates up 20+ points, improving reliability for core products
- 10% reduction in operating costs, simply by using existing assets more effectively
For CBS, this wasn’t just about trimming waste. It was about building a supply chain footprint that could scale with their growth, instead of holding it back.
Why Design Needs to Be Continuous
Too many companies still treat network design as a one-time study—a project you revisit every few years. But customer expectations, demand patterns, and sourcing strategies change too quickly for that.
Design has to be continuous. It needs to sit alongside execution so that every planning decision is aligned with long-term strategy. That’s exactly what GAINS makes possible: a platform where design and planning reinforce each other, giving companies the ability to test trade-offs, model “what ifs,” and carry those insights directly into day-to-day operations.
Take the Next Step
Supply chain design is the foundation for growth, resilience, and efficiency. Without it, you’re left reacting to problems instead of shaping the future.
Read the full Continental Battery Systems case study for the complete story.
Request a demo to see how continuous supply chain design can unlock opportunities for your business.
