Give us your numbers. We review your processes and your flows, and show you exactly where you can run more efficiently and keep more of the margin. Econova Global Solutions designs and implements end-to-end warehousing, logistics, distribution and packaging operations, first mile to last mile: inbound receiving, put-away, slotting, picking, packing and outbound dispatch, through B2B distribution to last mile delivery. We work inside your operation, not from a slide deck, and we stay on after go-live to track the KPIs.
We begin with a free audit of your operation, no obligation. It is simply there if you want it, a first look at your warehouse and distribution before anything else. If you later want the full fixed-scope audit, it is scoped and priced in writing first.
More than 25 years in this industry, working closely with multinational, international and local brands.
Distribution operations consulting, in the words our clients use. Supply chain consulting based in Vancouver, working with operations across Canada.
Most engagements start from one of these three problems. Each one routes to the service built to fix it. The full list is on the services page.
The system says 40, the shelf says 12. Stock-outs and overstock at the same time, reorder points set once by feel and never revisited, and nobody believes the inventory accuracy figure.
Inventory control & replenishment →Lines picked per hour are flat while volumes grow, overtime is routine rather than exceptional, and dock-to-stock time keeps slipping. Usually the first step is measuring it properly.
Operations audit & KPI review →Aisles blocked with overflow, slotting done by habit, and a lease decision, a new site or a new facility on the horizon, with no roadmap tying it together.
Distribution centre & network design →Every service runs inside the same three-layer model, so the solution is designed, then implemented, then held to account. You can enter at any layer. Most clients start with the free audit.
We map your current state, usually starting with an audit and KPI baseline, and design the future state: processes, layout, systems and service levels fitted to your SKUs, volumes and team.
We don’t hand over a deck and leave. Econova implements with your team, WMS, slotting, SOPs, layouts and site launches, through to go-live and hypercare.
Post-go-live performance management: OTIF, fill rate, order cycle time and productivity tracked against baseline, with scheduled process audits so gains hold and issues surface early.
Six service lines, one scope: first mile to last mile, 3PL and contract logistics, e-commerce fulfilment, outbound distribution and last mile delivery, then warehousing and distribution centre operations, inbound receiving, and inventory and replenishment, including B2B channels such as foodservice distribution to the HoReCa channel (hotels, restaurants, catering), direct store delivery (DSD) and route-to-market design. Two or three lines each, here; the full detail lives on each service’s own page.
The design service behind 3PL, e-commerce fulfilment and last mile operations: layout, slotting strategy, material flow and route-to-market, from greenfield setup to reworking a live site without stopping operations. Launch roadmaps and project planning are part of the service, not an afterthought.
Service details →Start with a free audit of your warehouse and distribution operation, no obligation. The full audit is a fixed-scope audit of your warehouse or distribution centre, receiving through dispatch, inventory through last mile, delivered as a complete written report: strengths, weaknesses and the KPI baseline. If you proceed to implementation with us, the audit fee is credited toward that work.
The audit page →Vendor-neutral WMS selection and implementation, configured around your receiving, put-away, picking and dispatch workflows, then taken live, not just installed. Includes a post-implementation audit: did the project deliver what was promised?
Service details →The pack bench treated as an operation in its own right: packing methods, materials, right-sizing and value-added services (VAS), kitting, labelling, co-packing, engineered for throughput, protection and cost per order, with BC’s packaging rules in view.
Service details →Inventory control built as a system: replenishment parameters, reorder point (ROP) and safety stock set from real demand patterns, with cycle counting that lifts and holds accuracy, so availability holds without capital sitting in overstock.
Service details →Ongoing performance management after go-live: the operation tracked against its KPI baseline on a set cadence, with periodic re-audits and per-unit efficiency reporting, so service levels hold and drift is caught before it becomes cost.
Service details →In plain terms: if your business receives, stores, ships and delivers goods, this service is built for you.
The work was not only designed. It was implemented and run in live operations, across the Middle East, Central Asia and Europe, including engagements for multinational companies whose names we don’t publish.
The same operating models were implemented both in greenfield, low-infrastructure settings and in mature developed markets, which is why the approach travels: it is built around the operation, not around the setting.
We serve any operation that receives, stores, picks and ships product: manufacturers and brand owners with in-house warehousing, 3PLs and contract logistics providers, B2B distributors and wholesalers, e-commerce and D2C brands running their own fulfilment, and cold chain operations. In Canada, the emphasis is on consulting and audit, with implementation support from the wider team.
Independence is the business model: Econova sells no software, equipment or materials, so WMS selections, packaging specifications and design recommendations carry no vendor interest.
Plainly: we don’t run your warehouse, and we don’t sell systems or take vendor commissions. We make your operation run better.
Canada: Vancouver and Ottawa · England: London · Germany: Düsseldorf · France: Paris · Spain: Madrid · UAE: Dubai · Iran
It is a team with years of joint delivery behind it, the same people, working together across countries, streamlining warehouse and distribution operations and lifting service levels. The track record is theirs, not a résumé of subcontractors.
We are widening the fields we cover and the regions we serve. If you specialise in warehouse and distribution operations, or in a field that touches it, and you would like to work with us on projects in your region, we would like to hear from you.
Leave your details and a short note about your background. You can attach your resume as well. We read every message ourselves, and we reply where there is a fit.
Wherever you are in the world: working with us does not mean being on site. Much of what we do, analysis, design and follow-up monitoring, runs remotely.
Four sectors where the track record and the BC market meet. Each has its own page.
Food & beverage distribution: cold chain discipline, lot and expiry control, foodservice into the HoReCa channel.
E-commerce & online retail fulfilment: peak-shaped demand, single-item picks, returns, and the pack bench.
3PL & warehousing: multi-client operations where per-unit efficiency per client is the margin.
Building products & general distribution: bulky, heavy, damage-prone stock, yard and warehouse in one flow.
We begin with a free audit of your operation, no obligation. Before you commit to a redesign, a WMS or a retainer, see your operation measured, benchmarked and written down, strengths, weaknesses and fixes in priority order. The full audit comes in two tiers, Diagnostic and Full Operations, compared side by side on the audit page; scope is fixed in writing before either starts, and the fee is credited toward implementation if you proceed with us.
Not sure yet? Run the two-minute readiness checklist, eight plain questions, answered on this page, nothing sent anywhere.
The free audit is a first look at your warehouse and distribution operation, what is working, what is costing you, and where the fixes would pay. No obligation, and no need to call first: if you want it, just ask and we will arrange it. If we go further together afterwards, scope and price are fixed in writing before anything starts.
We begin with a free audit of your operation, no obligation, a first look at your warehouse and distribution before anything else. The full audit is a fixed-scope review of your warehouse or distribution centre, measured against the KPIs the industry actually runs on, delivered as a complete written report: your strengths, your weaknesses, and the fixes in priority order. It is the natural first engagement, before you commit to a redesign, a WMS or a retainer.
For 3PL and fulfilment operations, the audit follows the work in this order: each step checked as it actually runs:
Every audit ends with a complete written report: your KPI baseline, the strengths and weaknesses of the operation process by process, receiving to dispatch, inventory to last mile, what is costing you money, and the fixes in priority order with estimated impact.
The report stands on its own: act on it with your in-house team, or bring us in to implement it.
Five steps, agreed in a fixed scope before we start.
We agree the fixed scope, covering facility, processes and channels, and request the operating data: order profiles, volumes, staffing, layout, system reports.
Your numbers first: throughput, order cycle time, inventory and demand patterns, labour against volume. The analysis frames what we test on site.
We walk the full flow: receiving, put-away, slotting, picking, packing, dispatch, observing processes as they actually run, not as the SOP says they run.
Findings are quantified against the KPI baseline: OTIF, fill rate, dock-to-stock time, lines picked per hour, inventory accuracy, cost per line.
The engagement ends with the deliverable: strengths, weaknesses, and a prioritised roadmap, quick wins first, then the structural fixes with estimated impact.
The free audit comes first, if you want it, no obligation. These are the two paid depths that can follow it. Scope is fixed in writing before either starts; pricing is set in conversation, based on facility size and scope.
| Diagnostic Audit | Full Operations Audit | |
|---|---|---|
| Purpose | A focused health check that finds and sizes the main problems. | A complete review that baselines the whole operation and roadmaps the fixes. |
| Coverage | Core warehouse flow: receiving, put-away, picking, packing, dispatch. | The full scope list: warehouse flow plus inventory & replenishment systems, distribution channels, last mile, reverse logistics and cold chain where relevant. |
| KPI baseline | Headline KPIs: OTIF, fill rate, dock-to-stock time, lines picked per hour. | Full KPI baseline, including per-unit efficiency by process and inventory accuracy measured against records. |
| Deliverable | Written findings report: strengths, weaknesses, prioritised quick wins. | Complete written report: strengths, weaknesses, prioritised roadmap with estimated impact of each fix. |
| Best for | Single-site operations that suspect a problem but can’t yet size it. | Operations planning a redesign, a WMS, a move, or a monitoring retainer, the baseline those projects will be measured against. |
Pricing, plainly: there is no published price list and there are no surprises. Scope and price are set in conversation and fixed in writing before either tier starts.
A fixed-scope, independent review of how your warehouse or distribution centre actually runs, receiving through dispatch, inventory through last mile, measured against the KPIs the industry runs on, and delivered as a complete written report covering strengths and weaknesses.
Warehouses drift. Volumes, SKU profiles and channels change, but slotting, replenishment parameters and staffing patterns stay where they were set. The audit finds where throughput, service level and cost have quietly diverged from what the operation was designed for, and prices the fixes in priority order before you spend on the wrong one.
We begin with a free audit of your operation, no obligation, the entry step. After that, two paid tiers: a focused Diagnostic Audit, a health check of the core warehouse flow with headline KPIs, and a Full Operations Audit, which adds inventory and replenishment systems, distribution channels, last mile, reverse logistics and cold chain, with a full KPI baseline and a roadmap with estimated impact. See the comparison table above.
Inbound receiving and dock-to-stock time; put-away and slotting; picking and packing; outbound dispatch and last mile handover; inventory accuracy, reorder point (ROP), safety stock and cycle counting; labour and per-unit efficiency; layout and material flow; systems and WMS functionality; and the end-of-line packaging operation.
A complete written report: your KPI baseline, strengths and weaknesses process by process, what each weakness is costing you, and the fixes in priority order, quick wins first, then structural changes with estimated impact. The report is yours to act on with your in-house team, or to implement with us, in which case the audit fee is credited toward the implementation.
Six service lines, one scope: first mile to last mile. Every engagement is built around your operation, volumes and service levels, no off-the-shelf packages, and no equipment or software of our own to sell you. We begin with a free audit of your operation, no obligation, if you want it.
Design and setup for 3PL, e-commerce fulfilment and last mile operations, warehouses and distribution networks, including launch roadmaps and project planning.
Start with a free audit, no obligation. The full audit is a fixed-scope audit with a complete written report covering strengths and weaknesses and per-unit efficiency monitoring.
Vendor-neutral selection and implementation, plus a post-implementation audit: did your WMS project deliver what was promised?
Packing methods, materials and right-sizing engineered for throughput, protection and cost per order, with BC extended producer responsibility (EPR) in view.
Ordering and reorder-point systems built from real demand. Availability holds without capital sitting in overstock.
The recurring service every audit leads to: periodic re-audit, KPI reporting and per-unit efficiency tracking on a retainer.
A warehouse management system succeeds or fails on fit, not features. We select independently. We sell no software and take no vendor commission. Then we implement around your receiving, put-away, picking and dispatch workflows, and take it live.
Econova’s team delivered the WMS behind a retail distribution operation in Georgia, requirements, selection, implementation and go-live, in daily use by the distribution centre it serves. Read the project story →
No. Econova sells consulting and implementation, not software. Selection is objective and vendor-neutral: the criteria are your operation’s, and the recommendation has to be defensible against them.
Yes. Automating a broken process gives you a faster broken process. Requirements work starts with mapping the current state and correcting the process design; the WMS is then configured to the corrected process. Our WMS readiness guide sets out what to settle first.
An independent review, run after go-live, comparing what the project delivered, throughput, accuracy, labour, service level, against what was promised in the business case. It is the audit discipline applied to a finished systems project.
Yes. Implementation runs through hypercare, and most clients continue into performance monitoring so the gains hold.
Design and setup of warehouses and distribution networks, layout, slotting strategy, material flow and route-to-market, from greenfield setup to reworking a live site, planned and project-managed end to end.
One accountable chain: from requirement and design through go-live to follow-up monitoring, you work through one accountable chain, not a set of separate contractors handing the problem to each other.
In Iran, Econova’s team produced the launch roadmap and project plan for rolling out a network of stores, sequencing, distribution support and the operational plan behind each opening. Read the project story →
Yes. Most redesign work is done in live operations. Changes are phased around your volume calendar, and slotting and layout moves are sequenced so service levels hold through the transition.
Both. Launch roadmaps and project planning are part of this service: the design plus the sequenced plan to open on it, covering dependencies, staffing, systems and stock.
For a live site, the operations audit is the usual starting point: it baselines the current operation so the redesign is sized on evidence, and the audit fee is credited toward the design work.
Yes. The team has implemented projects across the Middle East, Central Asia and Europe, and works with an associate network in Canada, England, Germany, France, Spain, the UAE and Iran.
The pack bench is an operation in its own right. We engineer packing methods, materials and right-sizing for throughput, product protection and cost per order, including the value-added services (VAS) that share the bench: kitting, labelling and co-packing.
Packaging belongs to Layers 1 and 2 in our framework: it is designed, then implemented at the bench, and it is also a standard section of the operations audit, costed per order shipped.
No. Like our WMS work, packaging advice is independent: we specify methods and materials against your cost and protection targets, and you buy from your own suppliers.
Matching the carton (or mailer) to the order instead of defaulting to two or three box sizes. It cuts void fill, damage from movement in the box, and dimensional-weight shipping charges, usually the fastest payback on the bench.
Under extended producer responsibility, producers, the brands and importers who supply packaged goods into BC, carry obligations for the packaging they put into the market, including fees tied to material type and recyclability. Material choices made at the pack bench feed directly into those costs.
Yes. A packaging-line review is a named micro-scope inside the audit family: bench, materials and cost per order, reported the same way.
Inventory control built as a system: replenishment parameters, reorder point (ROP) and safety stock set from real demand patterns, so availability holds without capital sitting in overstock.
Inventory findings are a standard part of the operations audit; this service is the fix, designed, implemented, then held by performance monitoring.
The stock level at which you order more, set so the replenishment arrives before you run out: demand during lead time, plus safety stock for variability. The KPI glossary defines ROP, safety stock and the related terms.
Usually both, in different places: overstock comes down where safety stock was padding guesswork, and availability rises where reorder points were too low. The net working-capital effect depends on your current parameters, which the baseline measurement establishes.
No. Replenishment logic and cycle counting work on disciplined processes with basic system support. If a WMS comes later, the parameters and counting programme carry over.
By cycle count results: counted locations that match the system record exactly, divided by locations counted. It is the honest version of “we think stock is about right.”
Operations drift. This retainer is the discipline that catches it: periodic re-audit, KPI reporting and per-unit efficiency tracking against the baseline your audit or project set, so the gains you paid for are still there next year.
This is Layer 3 of how we work, Monitor & Audit, and the natural end of every audit and implementation engagement.
A baseline is required, and the operations audit is how most clients get one. If you already have trustworthy baseline data, we can build the monitoring cadence on it.
Set with you, commonly monthly KPI reporting with quarterly or semi-annual process audits. The cadence follows your volume seasonality, not a template.
A retainer: a standing monitoring engagement with scheduled reporting and audits. Scope and cadence are fixed in writing, the same way the audit scope is.
A KPI report against baseline each cycle, per-unit efficiency tracking, and, after each scheduled process audit, written findings in the same format as the original audit report, covering strengths and weaknesses.
Consulting plus execution, in three layers. Most firms hand you one layer, a design, or an implementation, or a dashboard. The model here is built so the solution is designed, then implemented, then held to account, and you can enter at any layer.
The consulting layer. We map your current state, usually starting with an audit and KPI baseline, and design the future state: processes, layout, systems and service levels fitted to your SKUs, volumes and team.
What happens in this stage: data analysis, on-site observation, process mapping, design options with trade-offs priced, and a recommendation you can defend internally.
We don’t hand over a deck and leave. Econova implements with your team, WMS configuration, slotting moves, SOPs, layouts and site launches, through to go-live and hypercare.
What happens in this stage: project plan with owners and dates, phased changes around live operations, training, go-live support, and fixes while the new way of working beds in.
Post-go-live performance management: OTIF, fill rate, order cycle time and productivity tracked against baseline, with scheduled process audits so gains hold and issues surface early.
What happens in this stage: KPI reporting each cycle, per-unit efficiency tracking, periodic re-audits, and corrective findings with owners, verified at the next cycle. See the retainer.
With a free audit of your operation, no obligation, then, if you want to go further, the full operations audit: a fixed-scope review that produces the written report and KPI baseline every later decision is measured against. If you proceed to implementation with us, the audit fee is credited toward that work.
Yes. The audit report stands on its own, design work can be implemented by your in-house team, and monitoring can be built on a baseline you already trust. The layers connect, but none is a hostage to the others.
Yes, and independently. We sell no software, equipment or materials, so our recommendations and audits carry no vendor interest.
Econova is led from Vancouver, BC, with an associate network in Canada, England, Germany, France, Spain, the UAE and Iran, and a delivery record across the Middle East, Central Asia and Europe. In Canada the emphasis is consulting and audit, with implementation support from the wider team.
Four verticals, chosen because they match Econova’s track record and the BC market we serve. Each page starts with the sector’s own rules and pressures, then where we fit.
Cold chain discipline, lot and expiry control, and foodservice distribution into the HoReCa channel, where a missed OTIF window is a lost listing.
Sector page →
Peak-shaped demand, single-item picks, returns through reverse logistics, and a pack bench that decides your delivery promise.
Sector page →
Multi-client operations where per-unit efficiency per client is the margin, and where your clients audit you.
Sector page →
Bulky, heavy, damage-prone stock; yard and warehouse in one flow; DSD and jobsite delivery windows.
Sector page →Industries · Food & Beverage Distribution
This sector runs on rules before it runs on trucks: temperature control, traceability and shelf life, and customers, from grocery retail to the HoReCa channel, who measure you on OTIF.
Cold chain integrity is a standard section of the audit where temperature-controlled product is handled: receiving checks, storage temperatures, dwell time at ambient, and dispatch practice.
Yes. B2B distribution from producer or importer to restaurants, hotels and catering is core Econova work: ordering rules, delivery windows, route planning and service-level measurement for the HoReCa channel.
No. Certification belongs to accredited bodies. Our work is the operational side: the processes, slotting, picking and records that make compliance achievable day to day.
Industries · E-commerce & Online Retail Fulfilment
Online retail asks a warehouse to be two things at once: a bulk store and a piece-picking line shipping against a same-day promise. Peak decides whether the design works.
Yes, and it is often the most honest time to look. Scope and timing are set in the audit agreement; data analysis covers the rest of the year so the baseline isn’t only a peak picture.
Yes. E-commerce and D2C brands running their own fulfilment are a core audience, alongside operations weighing a move to a 3PL.
Reverse logistics design is part of network and process design work, covering intake, grading, restock and disposition rules.
Industries · 3PL & Warehousing
A 3PL sells the same shelf ten different ways. The operators who keep margin are the ones who know their per-unit efficiency per client, and can prove their service levels when a client audits them.
Where your systems capture activity by client, yes, per-unit efficiency by process and client is part of the KPI baseline. Where capture is weak, the audit report says so and specifies the fix.
Yes. The monitoring retainer produces exactly the evidence trail, baselines, KPI reports, process audit findings, that a client audit asks for.
No. Econova is a consultancy: we design, audit and improve operations; we don’t operate warehouses or solicit your clients’ storage business.
Industries · Building Products & General Distribution
Long, heavy, fragile and weather-exposed. Building products break the assumptions of a standard warehouse, and the delivery promise is a jobsite window, not a dock appointment.
Yes, where yard storage or loading is part of the operation, the flow is audited as it runs, not as the building plan imagines it.
Counter pickup is a process like any other: queue, pick, check, load. It is included in design and audit scope when it shares space or labour with distribution.
Yes. Wholesalers and general distributors with conventional pallet-and-case flow are core Econova clients; this page’s specifics address the building-products end of that spectrum.
Anonymized by sector and country, we don’t publish client names. Each story follows the same skeleton: the situation, what was delivered, and the scope of work.
The situation. A retail distribution operation in Georgia needed a warehouse management system to run its distribution centre, selected on fit for the operation, implemented properly, and taken live in daily use.
What was delivered. Econova’s team ran the engagement end to end: requirements from the live operation, vendor selection, implementation, and go-live of the WMS the distribution centre now runs on.
Scope of work. Process mapping of receiving, put-away, picking and dispatch; requirements definition; vendor shortlisting and selection; configuration and implementation support; go-live.
The situation. A store network rollout needed more than an opening schedule: each new store depended on distribution support, stock build and operational readiness landing in the right order.
What was delivered. Econova’s team produced the launch roadmap and project plan for the rollout, the sequencing, distribution support and operational plan behind each opening.
Scope of work. Rollout sequencing and project planning; distribution and replenishment support design for new stores; operational readiness planning per opening.
More stories, from engagements in Germany, France, Spain, Austria, Georgia, the UAE, Kuwait, Iraq, Turkey, Tajikistan, South Africa, Iran and Afghanistan, will be added in the same anonymized format as permissions and verified figures allow.
Practical content you can use without hiring anyone, the same checklist, vocabulary and guides we work from inside engagements.
Eight plain questions about your operation. Answer honestly. Three or more “yes” answers suggests an audit is likely to surface findings worth acting on.
Take the checklist →
OTIF, fill rate, dock-to-stock time, lines picked per hour, order cycle time, inventory accuracy, ROP, safety stock, defined in plain language, with what each one reveals.
Open the glossary →What to settle before selecting a warehouse management system: processes, data and requirements, and the selection mistakes that cost the most.
Read the guide →Library · Self-check
Eight questions. Answer for your operation as it runs today, not as the procedure manual describes it. Three or more “yes” answers and an audit is likely to surface findings worth acting on.
1. Inventory accuracy is a guess. You couldn’t state your true inventory accuracy today, or the last cycle count disagreed with the system often enough to be embarrassing.
2. Stock-outs and overstock coexist. Fill rate complaints arrive while working capital in slow stock keeps climbing.
3. Overtime is structural. The operation only makes its cut-offs with routine overtime or temp labour, even at normal volumes.
4. Slotting hasn’t been revisited in a year or more. Fast movers aren’t where the pickers need them; travel distance is set by history, not velocity.
5. Nobody owns the KPIs. OTIF, fill rate, dock-to-stock time and lines picked per hour are not measured, or measured but never compared to a baseline.
6. The process lives in people’s heads. Reorder points, put-away logic and dispatch rules depend on specific individuals; a departure would take the system with them.
7. Growth or change is coming. A move, a new channel, e-commerce fulfilment, a WMS decision or a 3PL change within the next year, on top of an operation that already strains.
8. The last project’s gains are slipping. A WMS go-live, a layout change or a new process delivered improvement that has quietly eroded since.
This checklist runs entirely on this page. Your answers are not sent or stored anywhere.
Library · Reference
The vocabulary of the audit and the monitoring retainer, every term defined in plain language, with what it reveals about an operation.
Library · Guide
A warehouse management system amplifies whatever it finds. This guide is what to settle before selection, so the system lands on sound processes, clean data and requirements you chose, not a vendor’s template.
Map receiving, put-away, slotting, picking, packing and dispatch as they actually run. Where the current process is broken (workarounds, double handling, knowledge held by one person), correct the design first. Configuring a WMS around a broken process produces a faster broken process, with licence fees.
A WMS runs on master data: SKU dimensions and weights, pack sizes, location addresses, barcode discipline. Audit the data before migration, and measure your inventory accuracy by cycle count. Go-live on inaccurate stock records is the most common self-inflicted wound in WMS projects.
Your channels decide the requirements: full-pallet B2B, foodservice case picking, e-commerce single-unit fulfilment, VAS like kitting and labelling, cold chain checks, DSD dispatch. List the processes the system must support, in the volumes and shapes you actually ship, then weight vendor evaluations against that list.
Every vendor demo is choreographed around the vendor’s strengths. Insist on scripted scenarios drawn from your own operation, your ugliest order, your peak day, your returns flow, and score every candidate against the same script. Selection done by an adviser with no software to sell is selection you can defend to your board.
Training, UAT with real orders, a cut-over plan, and hypercare staffing for the weeks after. Then, once the system has bedded in, run a post-implementation audit: did the project deliver what the business case promised? It is the step almost everyone skips and the only one that proves the investment.
A consulting and execution team for warehousing, logistics, distribution and packaging, Canada-led, delivered internationally, independent of every vendor it evaluates.
Econova is led from Canada by Shahab Eshghi, based in Vancouver, British Columbia, with an associate network in Canada, England, Germany, France, Spain, the UAE and Iran.
It is a team with years of joint delivery behind it, the same people, working together across countries, streamlining warehouse and distribution operations and lifting service levels. The track record is theirs, not a résumé of subcontractors.
In Canada, the emphasis is on consulting and audit: operations audits, solution design and KPI monitoring for Canadian warehouses and distribution centres, with implementation support from the wider team.
Independence is the business model. Econova sells no software, equipment or materials: WMS selections, packaging specifications and design recommendations carry no vendor interest.
Any operation that receives, stores, picks and ships product, manufacturers to last mile carriers, in practice:
Sector detail: the four industry pages →
More than 25 years in this industry, working closely with multinational, international and local brands.
Distribution and warehousing projects implemented and run in live operations in Germany, France, Spain, Austria, Georgia, the UAE, Kuwait, Iraq, Turkey, Tajikistan, South Africa, Iran and Afghanistan, including engagements for multinational companies whose names we don’t publish.
The same operating models were implemented both in greenfield, low-infrastructure settings and in mature developed markets. The approach is built around the operation, not the setting.
How engagements start, how the audit credit works, where we work, and what Econova deliberately does not sell.
With a free audit of your operation, no obligation, then, if you want it, usually the full operations audit: fixed scope, a complete written report, and a KPI baseline. Contact us with your facility size, sector and main pain point.
If you proceed to implementation with Econova after an audit, the audit fee is credited toward that implementation work. If you implement in-house instead, the report is yours to work from. It stands on its own.
No. Like every firm in this industry, scope drives price, and scope is fixed in writing before work starts. The audit tiers are compared on the audit page; pricing is set in conversation once facility size and scope are known.
Software, warehouse equipment and packaging materials. That independence is deliberate: our WMS selections, packaging specifications and designs carry no vendor commission or house product.
Econova is led from Vancouver, BC, with an associate network in Canada, England, Germany, France, Spain, the UAE and Iran. Projects have been implemented in Germany, France, Spain, Austria, Georgia, the UAE, Kuwait, Iraq, Turkey, Tajikistan, South Africa, Iran and Afghanistan.
Yes. Audits and monitoring routinely cover 3PL-operated flows, and design work coordinates with your existing vendors, independently, since we have none of our own to protect.
The audit model scales down: a single-site warehouse with a real throughput problem is exactly what the Diagnostic Audit is for. If we don’t think an engagement will pay for itself in findings, we’ll say so plainly.
Start with a free audit: tell us about your operation and we will arrange a free first audit of your warehouse and distribution, no obligation. If you later want the full audit, we’ll reply with its fixed scope and exactly what the written report will cover.
Email: info@econovaglobal.ca
Phone: +1 236 991 3727
Location: Vancouver, British Columbia, Canada
Team: Associates in Canada (Vancouver · Ottawa), England (London), Germany (Düsseldorf), France (Paris), Spain (Madrid), the UAE (Dubai) and Iran.
Not sure an audit is the right entry point? Run the readiness checklist first, two minutes, on this page, nothing sent anywhere.
A specialist in warehouse and distribution operations, or a field that touches it? We are widening the fields and regions we cover. See Work with us.