These strategic goals are typically condensed into distinct business initiatives such as savings and working capital targets. Large, game changing initiatives are often complex, involving multiple cross functional stakeholders, and their time to success depends on being appropriately designed, developed, deployed, and reported on.
A business’s supply chain is often an area that is targeted with these initiatives. The challenge faced by most supply chain executives is to decide which initiative has the greatest chance to drive value for the company, while minimizing risk.
You’ve performed the analysis on the initiative to determine its maximum potential, impact to the stakeholders, time to value and risk. Now you must write up the business case and commit to delivering a number. Do you often find yourself committing to half the number? Do you scale back the number due to uncertainty in value, timing, or risk? Are you padding the commitment to account for the fabled “unknown” that always arises once you deploy? Do you have a list of hidden initiatives to “sand-bag” your commitment?
Join RateLinx and a group of supply chain thought leaders for an intimate, interactive, peer-to-peer conversation on the problems affecting supply chain and logistics teams as they drive to create sustainable business value, the best practices used in world class supply chain functions and the strategies you can deploy to create credible results and discover the hidden value of your supply chain.