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About Eighty Four Group Consulting
Eighty Four Group Consulting exists to help organizations make stronger supply chain decisions in a world where complexity, volatility, and AI are reshaping business performance.
We believe better outcomes do not come from more dashboards, more noise, or faster analysis disconnected from business reality. They come from clearer decisions, stronger visibility, tighter cross-functional alignment, and disciplined execution.
Our work is practical by design. We help organizations improve service, inventory productivity, working capital, profitability, and long-term decision quality. AI matters when it supports that work in the real world, not when it adds activity without advantage.
Why we exist
Supply chain performance is shaped long before it appears in service levels, inventory positions, operating costs, or financial results. It is shaped in the quality of decisions.
When visibility is fragmented, teams move with less confidence. When controls are weak, trade-offs become harder to manage. When supply chain, finance, and business leadership are not aligned, decision latency rises and performance suffers.
Eighty Four Group Consulting was built on a simple belief: organizations need clearer, more financially grounded, and more business-aligned supply chain decisions.
That requires more than operational effort. It requires a disciplined view of how inventory, service, cost, cash, and risk interact, and how leaders can act with greater clarity in real operating conditions.
We do not treat supply chain as a narrow operational topic. We treat it as a business discipline that directly affects performance, resilience, capital efficiency, and strategic advantage.
Better supply chain decisions require better visibility and stronger business alignment.
- Corey Weekes
Our Operating Philosophy
Better decisions need better visibility
Supply chain leaders are under pressure to move quickly. But speed without clarity often creates more cost, more misalignment, and more avoidable risk.
That is why our work starts with decision quality. We focus on where decisions are slowed, fragmented, or disconnected from business priorities. We examine where visibility breaks down, where control signals weaken, and where alignment slips across operations, finance, and leadership.
Our goal is not more reporting. It is to help organizations build the visibility, control, and decision support needed to operate with greater confidence and stronger business discipline.
From philosophy to implementation: the FABS™ approach
A point of view is not enough. Organizations also need a practical way to translate strategy, technology, and supply chain priorities into implementation.
That is why we developed FABS™: a structured approach to practical AI implementation in supply chain environments. FABS™ stands for:
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Foundation
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Architecture
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Build
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Sustain
These four areas reflect what often determines whether AI becomes a real operating capability or remains stuck in fragmented pilots, disconnected tools, and weak results.
FABS™ is designed to help organizations move from interest to implementation in a way that is strategically aligned, financially grounded, operationally practical, and built to scale.
The detailed methodology remains part of our consulting intellectual property, but the purpose is straightforward: to help clients implement AI for supply chain management in ways that improve real business performance.
Where the Glass Cockpit approach shapes how we think about decision quality, FABS™ shapes how we help clients put that thinking into practice.
Why supply chain AI must align to business reality
AI is useful when it helps people see more clearly, assess tradeoffs more effectively, and make decisions that fit the realities of the business.
It is not useful when it sits outside the operating model, ignores financial consequences, or produces outputs that teams cannot trust, govern, or use.
Our perspective on AI for supply chain management is practical by design. The goal is not automation for its own sake. The goal is better decision quality, stronger cross-functional alignment, improved execution discipline, and measurable business impact.
That is why we do not start with tools. We start with business priorities, operating realities, and the few decisions most capable of improving service, cash, margin, inventory performance, and ROCE.
The Glass Cockpit approach
The Glass Cockpit approach reflects how we think about supply chain leadership.
Leaders need a clear view of what matters, what is changing, where risk is building, and which trade-offs require action.
That means making information visible in ways that support judgment rather than overwhelm it. It means connecting operational signals to financial and strategic priorities. It means improving decision support so supply chain choices are easier to understand, easier to align across functions, and easier to act on with discipline.
The Glass Cockpit approach is central to how we think about inventory, working capital, service, and decision quality. It also underpins our broader perspective on how modern supply chain organizations should operate in an AI-enabled environment.
Built on experience, not theory
Eighty Four Group Consulting is led by Corey Weekes, with more than 25 years of experience across supply chain, operations, e-commerce, inventory management, and business leadership.
That experience shapes our work. It is grounded in real operating conditions, real trade-offs, and the realities leaders face when trying to improve performance without disrupting the business in the wrong ways.
Corey brings a practical perspective built across industries and operating environments, with particular focus on:
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supply chain strategy and execution
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inventory and working capital performance
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e-commerce and fulfillment operations
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cross-functional decision alignment
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practical AI for supply chain implementation
This is not advisory work built on abstraction. It is built on experience.
The book behind the framework
Our operating philosophy is also reflected in Corey’s book, Profitability Now: Supply Chain Inventory Management Success via the Glass Cockpit Approach.
The book expands on the core ideas behind our perspective on supply chain management, including visibility, inventory discipline, decision quality, cross-functional alignment, and the financial logic behind stronger supply chain performance.
We do not treat the book as a product add-on. We treat it as part of the intellectual foundation behind our work. It helps explain why stronger supply chain management is ultimately about better judgment, clearer trade-offs, and more disciplined business decisions.
Who we help
We work with organizations and institutions that need stronger supply chain decisions and more practical decision support.
Universities and Colleges
Applied learning, practical AI for SCM, workforce readiness, and business games that build decision-making capability.
Enterprise Supply Chain Leaders
Decision clarity, cross-functional visibility, inventory discipline, and practical AI adoption grounded in operating reality.
Finance and CFO Stakeholders
Financially grounded supply chain decisions, better control of inventory and working capital, and clearer service-cost tradeoffs.
Investors & Diligence Stakeholders
Greater visibility into operating maturity, control quality, and the strength of supply chain decision-making.
Results in practice
Across supply chain environments, our work focuses on the points where decisions slow down, visibility breaks, controls weaken, or trade-offs become harder to manage.
The objective is never more activity. It is clearer decisions, stronger alignment, and more practical business outcomes.
We help clients identify what matters most, implement with more discipline, and build stronger operating capability over time.
Clearer supply chain decisions start with better visibility and stronger alignment.
If you are exploring how to improve decision quality, apply AI more practically, strengthen inventory performance, or build a more disciplined supply chain management approach, start the conversation here.
At Eighty Four Group Consulting, we help organizations move beyond fragmented thinking toward stronger operating and financial outcomes through practical frameworks, executive-level perspective, and implementation grounded in business reality.
We are available to help with your needs.
EIGHTY FOUR GROUP CONSULTING
AI for supply chain management grounded in business reality.
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