Insights

Practical perspectives on operations, supply chain, and profitable growth

Direct, experience-based perspectives for CEOs, operating leaders, and supply chain professionals. Each piece identifies a problem, explains why it matters, and outlines actions leadership can take.

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Practical perspectives on operations, supply chain, and profitable growth

When a growing company needs a Fractional COO

Why hiring a COO before building the operating system can fail

Fractional versus interim leadership

How to take operational responsibility off the CEO's plate

What a good interim executive should accomplish in the first 90 days

Why inventory grows faster than revenue

Excess inventory is usually a process problem

The connection between forecast accuracy and cash

Why inventory accuracy matters more than system reports

How to identify slow-moving and obsolete inventory early

The difference between S&OP and S&OE

Why companies need one committed operating number

Forecasting is not only the planning team's responsibility

How meeting cadence improves execution

Why dashboards do not replace accountability

Why procurement keeps losing good people

How to move procurement from firefighting to strategic contribution

Supplier scorecards that drive action

When extended supplier terms create value

How supplier recovery should be managed

The warning signs of an underperforming 3PL

Why warehouse capacity problems are often flow problems

When warehouse automation makes sense

How poor receiving processes affect customer service

What should be included in a 3PL service-level agreement

Chargebacks are an operational signal, not only an accounting issue

How to prevent retailer deductions

Preparing operations for Walmart, Target, Costco, and Amazon

Why retail launches require a control-tower approach

How 3PL performance affects OTIF

An ERP will not fix a broken operating process

Why master data should be treated like a financial ledger

Post-go-live inventory problems

How to prepare a team for ERP implementation

Why technology investments fail without process ownership

Growth exposes operational weaknesses

Process debt is as real as financial debt

What breaks when a company outgrows its operating model

Why profitable growth requires operating discipline

Preparing supply chain operations for the next major retailer or channel

Experiencing a similar issue in your business?