ChainForm designs the service networks, cross-border lanes and vendor systems behind the availability you sold. Not a deck. A network that holds when a machine goes down in a country you have never shipped to.
Same technicians, same machines. Most restore time is not repair, it is waiting for a part to clear a border, a warehouse or a courier cut-off. That is the part I engineer.
Detect and diagnose. The clock starts at failure, not at the ticket. Monitoring and entitlement data decide how much of it you lose before anyone moves.
Decide and dispatch. Who is entitled to what, which engineer, which part number. This stage is data quality wearing an operations costume.
Travel and access. Distance is only half of it. Site access windows, permits and cleared personnel decide whether the engineer can start once they arrive.
Parts wait. The largest and most compressible block. Stocking position, customs routing and courier cut-offs decide it, and all three are designable.
Fix and test. The only stage your engineers fully control, and usually the one already running well. Which is exactly why the hours are not here.
Illustrative profile, based on typical field service restore cycles.
01 The problem
Service contracts are written by people who price risk, and executed by people who move boxes. The gap between those two rooms is where availability quietly dies: a part sitting in customs in São Paulo, a courier that does not serve the industrial park, an importer of record nobody arranged, a spare stocked two thousand kilometres from the only machine that needs it.
The fix is rarely a new carrier or a new system. It is a network that was designed for time to restore, with the compliance and vendor layer built to match. That is an engineering job, and it is the only job ChainForm does.
02 Services
Each one is scoped, fixed price where possible, and ends in a document your team can operate from. No retainer required to start.
Where stock sits, at what tier, and how far it is from the machines that matter. Sites ranked by downtime tolerance, not by map convenience.
You getNetwork model, forward stocking location shortlist, stocking policy by criticality tier, cost versus time to restore trade curve.
4 to 6 weeksImporter and exporter of record structures, customs routing, licensing, fiscal representation, and the destinations that quietly break every plan.
You getLane design per country, compliance route and entity structure, vendor set, landed cost model, restricted destination playbook.
3 to 6 weeksRun the tender end to end. Build the vendor set, normalize buy costs that arrive in five incompatible formats, and end single carrier dependency.
You getRFQ pack, comparable cost pool, weighted scorecard, award recommendation, SLA schedule and governance cadence.
4 to 8 weeksTurn availability commitments into terms your operation can actually deliver and your finance team can actually measure.
You getEntitlement matrix, SLA and KPI definitions, credit and penalty logic, coverage feasibility check before you sign.
2 to 4 weeksDispatch fails on missing data long before it fails on logistics. Fix the data spine, then add real time tracking that answers a useful question.
You getService data model, tracking and IoT design, first time fix diagnostics, KPI scorecard and dashboard specification.
3 to 5 weeksSenior supply chain capacity for teams that need the judgement without the headcount. I sit in your governance calls and own the decisions.
You getFixed days per month, vendor and escalation ownership, monthly performance review, direct line for the urgent ones.
Monthly03 Method
Every engagement runs the same four stages. Most clients start at stage one and decide about the rest with the findings in hand.
Two weeks, fixed fee. I take your contracts, your last twelve months of service events and your vendor invoices, and show you where the hours and the money leak.
The target network on paper: stocking tiers, lanes, compliance structure, cost and time to restore modelled against the commitments you actually signed.
Tender, negotiate and award the vendors that execute the design. Comparable numbers, a scorecard, and terms written to be enforced.
Go live with a runbook, escalation paths and a scorecard your team owns. I hand over rather than build a dependency.
04 Engagements
Priced on scope, not on hours logged. You will know the number before we start.
Start here
Assessment sprintTwo weeks, fixed fee. The fastest way to find out whether your service network is the problem.
Scoped work
ProjectOne of the six services above, or a combination, delivered to a fixed scope and a fixed date.
Ongoing
Fractional leadNamed senior supply chain ownership on a monthly retainer, for teams building the function as they go.
05 About
I spent my career on the operator side of field service supply chain, most recently as VP Supply Chain Solutions at a Gartner recognised fourth party logistics provider, designing and running service parts networks for original equipment manufacturers in medical devices, network infrastructure and industrial equipment.
Every uptime promise is a logistics commitment wearing a commercial suit. Someone has to make the logistics true.
06 Questions
07 Contact
A missed SLA, a country you cannot ship into, a vendor you cannot compare, a network you inherited and never trusted. Thirty minutes, no pitch. If it is not my kind of problem I will say so and point you somewhere better.
08 Legal
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