We build supply chains that reach operating reality.
Consulting, cross-border strategy and fractional leadership for growing American manufacturers, hardware companies and consumer brands. We design the operating model, lead the implementation and stay until performance holds.
Expertise built inside global operations, applied to the companies that need it most.
Large corporations run sophisticated supply chain functions. Growing companies rarely can, and the gap shows up as cost overruns, service failures and stalled expansion. The consulting market serves them poorly: strategic advice without implementation, or narrow fixes without strategy.
Costa Supply Chain Advisory was founded to close that gap. Our founder built and ran warehouse networks, hardware lifecycles and cross-border flows at Adyen, Lindt & Sprüngli and Ferrero. We bring that discipline to growth-stage businesses in a form they can absorb, with a scope and cost structure that fits, and we hold ourselves to the same standard those companies do: measured results, on the floor, after we leave.
Three ways we work with clients
Every engagement is scoped to an outcome, not to hours. Advisory where advice is enough, hands-on ownership where it is not.
We walk your floor, pull the data from your systems, quantify the baseline and redesign the operating model. Then we lead the rollout ourselves and stay through hypercare until the numbers hold.
Scope includes: current-state diagnostic and baseline, process re-engineering and S&OP design, planning systems configuration, implementation, cutover and hypercare.
Discuss this workTotal landed cost modeling, partner selection and border risk controls that keep US production running through volatility. The methodology was honed redesigning a national fiscal and logistics network from the inside.
Scope includes: network design and fiscal structuring with licensed partners, partner governance and scorecards, classification and documentation workflows, border disruption contingency planning.
Discuss this workA fractional VP of Operations, an interim Head of Supply Chain, or dedicated program leadership for one mission-critical project. Full accountability during the engagement, and a structured handover to a named internal successor at the end.
Scope includes: functional strategy and P&L ownership, program leadership for 3PL transitions, launches and reverse logistics builds, capability building and transition.
Discuss this workWarehousing and 3PL execution
RFP specification, site audits, negotiation, measurable SLAs, layout, WMS requirements and cutover management.
Hardware lifecycle and reverse logistics
Serialized deployment, RMA flows, triage protocols, repair quality standards and service parts inventory.
Datacenter and infrastructure logistics
Delivery and staging plans aligned with construction critical paths, plus on-site just-in-sequence coordination.
Planning systems and S&OP
MRP logic, safety stock and replenishment parameters, and planning tools such as SAP APO configured to run the process.
The engagement ends with an operation running at target, not with a presentation.
Strategy to results, with a clear gate at every step
A phased method refined turning around and scaling operations at global companies, applied at the pace a growing business needs.
Diagnose
Physical flow mapping, system data extraction and a baseline you can hold us to: forecast error, order cycle variability, inventory turnover and logistics cost as a share of sales.
Design
Detailed process maps with owners and exceptions, an S&OP charter, system parameters, governance and a KPI scorecard. A blueprint precise enough to build from.
Implement
We configure the systems, write the SOPs, train each role and manage the physical cutover, whether that is a new 3PL, a new distribution center or a new repair flow.
Stabilize
Daily performance reviews run with your team until results hold unaided at target, followed by a phased handover to a named internal owner.
Mentoring for key people, playbooks that document each decision, and management rhythms your team runs without us. The value of the engagement compounds after we leave.
One operating standard from New Jersey to São Paulo
Cross-border trade between the United States and Latin America is not a sideline for us. It is a practice built from the inside, running real freight through real customs.
Designed and governed, not just advised. We have set import and export strategies, selected and audited brokers and forwarders, and aligned network design with local fiscal rules across the US, Mexico and Brazil.
For clients, that means landed cost models that hold up at the border, documentation workflows that do not trigger inspections, and contingency plans that keep production running when a lane fails.
Numbers that held after the project ended
Selected results from operations our founder led at global companies, each measured against a documented baseline.
S&OP redesign of a capacity-constrained consumer goods portfolio in Latin America, with production prioritized by financial contribution.
New warehousing and distribution networks launched in Mexico and Brazil for a global payments platform during rapid regional expansion.
MRP recalibration and global planning system integration for a confectionery importer in Brazil, with stock-outs down more than 40%.
Full redesign of a supply and fiscal network after an import partner change, preserving tax incentives and reducing trading costs by 15%.
Field studies, root-cause analysis and repair process redesign across a nationwide fleet of payment terminals.
Physical reconciliation of four million spare-part items across two third-party warehouses, with barcode tracking, SOPs and a monitoring dashboard.
Lucas Costa
Lucas has spent thirteen years running supply chains inside companies where operational precision decides commercial results. Most recently he led Supply Chain Americas for Adyen from New York, responsible for a five-facility warehouse and repair network, approximately $70 million in revolving inventory and $10 million in annual logistics spend across the United States, Canada, Mexico and Brazil.
He built that network from the ground up, from 3PL RFPs and site selection to contract negotiation, SLA definition and ongoing governance. He managed the full lifecycle of hundreds of thousands of payment terminals and designed the cross-border flows between the US, Mexico and Brazil that allowed the business to scale without unnecessary tax exposure.
Earlier, he was one of the first supply chain hires at Lindt & Sprüngli Brazil, where he redesigned the country's fiscal and logistics network and modernized planning on SAP APO, and a supply planner for Nutella and Tic Tac at Ferrero Latin America. He began his career in reverse logistics at Cielo, the largest payment processor in Latin America.
Practical notes from the floor
Short pieces on nearshoring, 3PL governance and hardware logistics, written for operators.
Nearshoring to Mexico: what the landed cost model usually misses
Duty rates are the easy part. Lead time variability, classification risk and broker performance are where the number moves.
Coming soon
Choosing a 3PL: the SLA clauses that actually matter
Receiving turnaround in hours, line-level picking accuracy and count reconciliation tolerances, each with money attached.
Coming soon
Closing the loop on a device fleet
How RMA design, triage rules and repair quality standards turn returns from a cost line into recovered capital.
Coming soonWhat can we help you achieve?
A first conversation is free and specific. Bring the problem, we will bring the questions.
Start the conversation
Tell us what is not working, or what you are about to build. We reply within two business days.