Executive operating leadership without the full-time commitment
Growing companies often reach a point where operational complexity exceeds the capacity of the current leadership structure. Inventory increases. Customer service becomes inconsistent. Suppliers and 3PLs require more attention. Forecasting breaks down. The CEO becomes involved in decisions that should be owned elsewhere.
CK Supply Chain Consulting provides experienced fractional operations and supply chain leadership to stabilize execution, strengthen accountability, and build the operating capabilities needed for profitable growth.
How Charlie serves the leadership team
- —Fractional COO
- —Fractional Chief Supply Chain Officer
- —Fractional VP of Operations
- —Fractional VP of Supply Chain
- —Executive advisor to the CEO
- —Transformation or integration leader
When fractional leadership is the right answer
- —The CEO is carrying too much operational responsibility
- —The business is growing faster than its processes and systems
- —No single leader owns end-to-end execution
- —Inventory is increasing faster than revenue
- —Service levels are declining
- —Suppliers, warehouses, and 3PLs are underperforming
- —The company has implemented an ERP but is not getting the expected value
- —Leadership lacks reliable KPIs and operating cadence
- —The company is not ready to hire a permanent COO
- —A permanent executive search is underway
Typical areas of responsibility
Operating leadership
- —Translate strategy into operating priorities
- —Establish clear ownership and decision rights
- —Create leadership accountability
- —Coordinate operations across functions
- —Take operational responsibility off the CEO's plate
Performance management
- —Define operating KPIs
- —Establish weekly and monthly operating reviews
- —Create executive dashboards
- —Improve visibility to risks and decisions
- —Build a management operating system
Supply chain and inventory
- —Improve forecasting and planning
- —Reduce excess inventory
- —Improve supplier performance
- —Strengthen warehouse and 3PL execution
- —Improve customer service and OTIF
Growth and scalability
- —Prepare operations for revenue growth
- —Support new channel or retailer launches
- —Improve organizational structure
- —Build repeatable processes and SOPs
- —Help define the future permanent leadership role
Diagnose, stabilize, build, transition
- 01
Diagnose
Assess the operating model, priorities, performance gaps, leadership structure, systems, and risks.
- 02
Stabilize
Address the most urgent service, inventory, supplier, fulfillment, or execution issues.
- 03
Build
Establish the processes, KPIs, accountability, and operating cadence required for sustainable performance.
- 04
Transition
Develop internal leaders, support the permanent executive search, and create a structured handoff.
Representative outcomes
- —Improved OTIF from 74% to 95%
- —Increased fill rate from 68% to 91%
- —Reduced order cycle time from 14 days to 6 days
- —Reduced inventory by 17%
- —Reduced excess and obsolete inventory by 32%
- —Released more than $2 million in working capital
- —Improved Amazon in-stock performance from 54% to 87%
- —Led ERP implementation and operating-process redesign
- —Supported integration of an acquired business
- —Managed multi-site operations, 3PLs, contract manufacturers, and global suppliers
Does your business need stronger operating leadership without adding a full-time executive?
Initial conversations are confidential and without obligation.