SCCG is a specialist management consultancy focused exclusively on logistics and supply chain projects.
Managing Director at SCCG
Our experienced and capable team works across all sectors involving physical distribution, including retail, FMCG, foodservice, fashion, automotive, pharmaceutical, and technology.
Owned and led by Directors Gavin Parnell and Craig Ryder, who remain hands-on in project delivery, SCCG operates mainly in the UK and Ireland, with additional work in Europe, Africa, and the USA.
As a CCS framework supplier, we also serve public sector clients. While much of our work comes from repeat business, we regularly onboard new clients -recently including National Highways and Moonpig.
Example project types are logistics network strategy, warehouse design and improvement, WMS/TMS selection and implementation, transport optimisation, 3PL outsourcing, and inventory optimisation. Gavin Parnell, Managing Director at SCCG, spoke to Warehouse & Logistics News.
What are your best-known products/solutions/services?
We help clients answer big questions like “What do we do now?!”, providing independent recommendations and rationale based on combining experience with analysis and modelling work.
This can manifest itself in projects that are categorised as ‘logistics strategy’, ‘warehouse operational design’, ‘systems selection’, ‘3PL outsourcing’ etc., although things rarely fit so neatly into a box.
How do you think your industry sector is performing at the moment?
We must contend with the usual macro uncertainties that all businesses are subject to but, overall, the market is healthy and growing for specialist logistics and supply chain consultancy.
Companies increasingly realise that the kind of expertise we offer leads to better decision-making and is more focused than the generalist management consultancies so it’s good value.
How many markets are you in and what is your biggest market?
UK is our biggest market, and probably always will be, but we’ve worked in over 50 countries at one time or another.
What are your most recent product innovations?
One of our most recent innovations is the Supply Chain & Procurement Assurance Diagnostic (SPAD). This structured diagnostic tool provides organisations with a rapid yet comprehensive assessment of their logistics and procurement functions, benchmarking performance against best practice and identifying opportunities for improvement.
We have also expanded our analytics capability, helping clients to unlock greater value from their data using Power BI dashboards, scenario modelling, and cost-to-serve analysis. These innovations support faster, evidence-based decision-making and align with the growing demand for digital transformation.
Can you tell us about any recent customer contract wins or projects and how you helped the customer meet their challenges?
We recently supported Moonpig with the evaluation and implementation of a new warehouse management system (WMS) to streamline operations, increase efficiency, and provide a scalable platform for future growth. Our role was to guide the selection process, ensure the system aligned with Moonpig’s operational requirements, and support implementation to minimise disruption while maximising long-term benefits. This project demonstrated the value of combining independent, data-driven consultancy with deep operational expertise. We are also proud that our work with Moonpig has been recognised as a finalist entry for the 2025 Supply Chain Excellence Awards in the Digital Transformation – Systems category, highlighting the positive impact and innovation delivered through this collaboration.
Can you foresee autonomous mobile robots and goods-to-person systems becoming more mainstream to improve efficiency and reduce manual labour?
Warehouse automation isn’t a one-size-fits-all solution. In highly seasonal or variable environments, achieving a strong return on investment can be challenging when automated systems sit underutilised for part of the year.
Goods-to-person and autonomous mobile robot (AMR) solutions are proving highly effective in many settings, and technology is advancing rapidly. Over time, robotics will take on a growing share of manual warehouse tasks, though widespread adoption will be gradual. Solutions that can be retrofitted into existing operations with minimal disruption are well positioned for success.
Will advanced connectivity become more crucial for data sharing and communication between warehousing tasks and systems?
Yes, advanced connectivity is becoming vital in warehousing, but many sites are starting from a low base. For plenty of operators, simply adding reliable Wi-Fi and moving from paper pick lists to handheld devices with real-time stock updates would be a big step forward. On the other hand, the top 10% are already using robotics and automation, where reducing latency and avoiding dead spots becomes critical.
Is the industry placing a greater emphasis on sustainability?
There’s more focus on sustainability now, driven by corporate targets and rising UK energy costs. But it’s not easy to cut carbon when your job involves moving 44-tonne trucks up and down the country. Many operators have already done the obvious things – LED lighting, better insulation, smarter energy use – so the next gains are getting harder to find. New technologies like electric and hydrogen LGVs have huge potential, but they’re not yet keeping pace with every company’s carbon plans.
Are robust cybersecurity measures becoming a greater priority?
Yes, cybersecurity has shot up the priority list recently, especially after the high-profile incidents at M&S, JLR, and others. It’s gone from being a background concern to something clients now ask about right at the start of projects. We saw the trend coming about 18 months ago and put in the work to achieve ISO 27001 and Cyber Essentials certifications.
Are you placing greater emphasis on employee wellness such as investing in ergonomic environments and mental health support?
We try very hard to look after our people – allowing them flexibility and autonomy and giving them the support they need to succeed. Consultancy can be a tough gig at times, but it’s also uniquely rewarding.
Is the shift toward decentralised digital platforms changing business models?
It certainly is. We’re seeing more connected systems across supply chains – platforms that let carriers, 3PLs, and customers share data in real time. That’s changing how companies collaborate, plan and manage logistics. It’s not about chasing the latest tech buzzword; it’s about replacing clunky, delayed data transfers with smoother API integrations and shared visibility. Over time, that connectivity will shape business models by making supply chains more transparent, responsive, and service-focused – but for now, the real progress is simply in getting systems talking to each other properly.
Is the industry being agile enough in adapting to shifting global trade regulations?
Some larger companies have built strong compliance and trade teams, so they’re agile when regulations shift. But for others, constant changes in customs rules, sustainability reporting, and trade agreements make it hard to keep up. The industry is better at using digital tools for documentation and visibility, but genuine agility still depends on having the right processes and expertise in place.
What sets your company apart from others?
What really sets SCCG apart is that we’re completely independent. We’re not tied to any software vendors, 3PLs, or equipment suppliers, so clients know our advice is genuinely objective – it’s about what works best for them. Our team consists of people who’ve spent their careers in logistics, warehousing, and supply chain management, so we understand how things work on the ground as well as in theory.
We don’t believe in one-size-fits-all solutions. Every business is different, and we tailor what we do around each client’s situation and goals. That independence lets us look at all the options, and recommend what will really deliver value.
How future-proof and flexible are your solutions?
We always design solutions with the future in mind, but we’re realistic – you can’t predict exactly how markets or businesses will evolve. Our approach is to build flexibility in from the start, so systems, layouts, and processes can adapt as volumes, technology, or customer needs change. With clients, we often talk about creating a roadmap to the future based on a series of “no-regret” decisions – knowing what choices to make when, and what triggers might prompt the next step. That way, there’s a clear plan without being tied to rigid assumptions that are bound to shift over time.
How would you sum up your company in three words?
Independent. Experienced. Trusted.
SCCG
01926 430 883
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