Three supply chain mandates at three separate companies. Nothing was broken in any of them, which is exactly why all three faults had run for years. The piece that draws across all three parts on where supply chain work stalls.

A 1B euro Nordic consumer retail group had a system generating order proposals and a planning team checking every one by hand. Part three of three on where supply chain work stalls.

A 1 billion euro Nordic food company had a supply chain with no defined core processes and no standardised documentation. Eighteen interviews and a four level process map later, it had owners and KPIs. Part two of three on where supply chain work stalls.

Over three sprints in three companies we were asked to do something about improvement that was not landing. It turned out to be three different problems. The coda to a three part series on where operational improvement stalls.

A 600 million euro measurement and industrial technology company had deliveries going out wrong. Everyone could describe the fault. Nobody had the bandwidth to diagnose it. Part three of three on where operational improvement stalls.

A €14 billion fertilizer and crop nutrition company had continuous improvement at every site and no way to tell whether it worked. Everyone called it culture. Thirty indicators, six areas, four pilot sites, and two tools that stayed behind.

A €400 million global chemical company ran maintenance sixteen different ways, one per factory, with assets only partly tracked and a team too short-staffed to fix it. Forty systems screened, five survived. And two numbers on our own page that an eight week sprint cannot have measured.

ContentsOverviewAssurance answers a different questionWhere the framework runs outTwelve companies, read disclosure by disclosureThe differentiation sits in the KPIs nobody made them […]

ContentsOverviewA target that lives in somebody else businessLess than half of them measure anythingThe arithmetic that decided the answerThe suppliers that matter […]