About LogPac
Military logistics discipline, applied to commercial supply chains
LogPac exists because the gap between a supply chain strategy and a working operation is where most of the value gets lost. Our team came up on both sides of that gap — planning sustainment where failure was not a line item, then applying the same rigour to commercial networks and the software that runs them.
Where the team comes from
An unusual combination, and the reason our advice tends to survive contact with the operation.
Leadership where the consequences are real
Our team was trained to plan under pressure and own the outcome. It is a different starting point from a consultancy where the worst case is an unhappy steering committee.
Formal sustainment doctrine
Distribution management, sustainment planning, and materiel readiness taught as a discipline. Military logistics solved multi-echelon supply decades before commercial supply chains had the vocabulary for it.
Freight under constraint
Moving materiel across contested timelines and unforgiving compliance regimes. It sets a standard for what counts as a plan and what counts as an excuse.
Procurement where the supply base is the risk
Procurement inside defense manufacturing, where sourcing decisions carry country-of-origin restrictions and a supplier two tiers down can put a programme at risk. That work is why our risk practice starts with who is actually in your supply base, rather than with a scenario workshop.
Enterprise consulting method
Time at 4flow, one of the largest supply chain consultancies in Europe, working the model that pairs network design with software rather than treating them as separate businesses. That approach is the reason LogPac is built the same way.
What actually automates
Consulting to an enterprise software company building AI agents for back-office operations. We have watched closely which manual work genuinely automates and which merely demos well — the distinction that decides whether a platform earns its place.
Across the border and inside the walls
Experience with cross-border flows, customs regimes, and working with forwarders on one side; slotting, material flow, and throughput on the other. The two ends of the chain where cost quietly accumulates.
How we work
Operators, not observers
Recommendations come from people who have had to live with the consequences of them, not from a framework applied to your data from the outside.
Data before opinion
We build the baseline first. Every recommendation traces back to shipments, rates, and invoices you can inspect yourself.
Leave it working
An engagement is not done when the analysis is delivered. It is done when the change is in production and your team owns it.
One set of numbers
Consulting and platform share the same model, so the analysis that justified a decision keeps measuring it afterward.
Why we do consulting and software
Most supply chain problems are diagnosed once and then drift. The analysis that justified a network change sits in a deck while the operation moves on, and eighteen months later nobody can say whether the change worked.
Software is how the diagnosis stays current. Our consultants work in the same platform the client keeps, so the baseline built during the engagement goes on measuring performance after it ends. That is the model we saw work at enterprise scale, and it is the one worth bringing to operators who cannot buy a three-year transformation programme.
Work with us
Tell us about your network and we will tell you honestly whether we are the right fit.