What kind of consulting does Webridge Consulting provide?

We help leadership teams improve operating models, controls, governance, channel performance, automation, and management reporting.

Which businesses are the best fit for these services?

Our services are ideal for organisations seeking informed decision-making, stronger execution, and better operational control across functions.

How do we start an engagement?

Most conversations begin with a consultation to understand priorities, constraints, risks, and the areas where the business needs the most support.

How is Webridge Consulting different from other consulting firms?

We combine strategy with execution. Instead of only recommending changes, we work with leadership to design practical controls, implement structure, and establish a review/fine-tune rhythm that keeps the business moving.

Do you work with small and mid-sized businesses or only large enterprises?

We specialise in small and mid-sized businesses that need strong governance and better operational discipline without the complexity of large-firm frameworks. Our work is scaled to the size of the business and designed to be practical, not bureaucratic.

Do you help with implementation or only provide advice?

We help shape implementation as part of the engagement. That includes vendor and platform decisions, operating model changes, process automation plans, and governance structures that internal teams can deploy with confidence.

How do you measure success?

We define success through measurable business outcomes such as improved cash flow, faster decision cycles, stronger controls, higher execution rates, and clearer KPI visibility. Every project includes success metrics agreed with leadership upfront.

What is the typical engagement period?

Engagements usually start with a focused diagnostic phase of 4–6 weeks, followed by an implementation and review period of 3–6 months. The exact timeline depends on the scope and the business’s readiness to move from findings to action.

How do you work with our internal teams?

We operate as one team with internal stakeholders, embedding with leadership, finance, operations, and program teams to co-create solutions, transfer knowledge, and ensure changes stick beyond the engagement.

How is your pricing structured?

Our pricing is flexible and tied to engagement scope. We typically combine an initial diagnostic fee with a phased project or retainer model, so the work is aligned to outcomes and can adapt as priorities evolve.

All results

Working Capital Management

30 May 2026

Strategic Inventory Rationalisation

We helped an electrical & lighting products manufacturer release trapped working capital, reduce warehouse drag, and improve inventory control without disrupting supply continuity.

The leadership brief

Inventory had become a balance sheet and warehouse burden.

The work cleared dead stock, recovered space, and protected continuity while the business kept serving current demand.

Situation

Obsolete and slow-moving stock had accumulated across the warehouse, tying up capital and pushing up storage pressure.

Board needed a clean way to release value without affecting supply.
Stock visibility and control had weakened across the warehouse.
Operations still had to keep moving while inventory was rationalised.

Client profile

An electrical & lighting products manufacturer

Working capital was tied up in stock that was no longer productive.
High cost warehouse space was occupied by non-moving inventory.
Leadership needed a low-disruption path to improve liquidity.

The intervention

A simple process replaced ad hoc inventory clean-up.

The engagement followed a clear execution path so the business could move quickly without losing oversight.

01
Diagnose inventory layers
Reviewed stock by age, movement, and recoverability to separate usable inventory from trapped value.
02
Segment obsolete and slow stock
Grouped inventory into action buckets so the team could decide what to retain, reclassify, or release.
03
Liquidate through specialist channels
Moved dead stock into targeted liquidation routes while protecting supply continuity for current demand.

What changed

One control move unlocked capital, space, and operating flexibility.

The outcome was not just a balance sheet improvement. It improved the day-to-day operating posture of the business.

Liquidity

Capital stopped sitting in dead stock and became available for higher-value use.

Control

Inventory status became clearer, which reduced the noise around stock decisions.

Continuity

The business improved without forcing a disruptive reset in supply operations.

We freed INR 12 Cr of trapped capital by rationalising obsolete inventory and converting dead stock into liquidity.

Practical questions

What leaders usually ask next.

Concise answers on the operating change, the delivery path, and the relevance for a comparable business.

What problem was this engagement solving?

Too much obsolete inventory was tying up capital and space, while supply continuity still had to be protected.

Strategic Inventory Rationalisation

Inventory had become a balance sheet and warehouse burden.

Obsolete and slow-moving stock had accumulated across the warehouse, tying up capital and pushing up storage pressure.

A simple process replaced ad hoc inventory clean-up.

Diagnose inventory layers

Segment obsolete and slow stock

Liquidate through specialist channels

One control move unlocked capital, space, and operating flexibility.

What leaders usually ask next.

What problem was this engagement solving?

How was value released without disrupting operations?

What should another leadership team take from this case?

Related capabilities and proof points.

Relevant capabilities

More results