Managment

Supply chain leader and a market leader are sitting at a bar, looking somber and frustrated. Supply Chain Leader: "We need to figure out how to explain our nonperformance to leadership. Any ideas?" Market Leader: "Yeah, we need to come up with something convincing." The supply chain leader starts brainstorming, looking stressed. Supply Chain Leader: "Maybe we can say there were delays in the supply chain due to unforeseen circumstances?" Market Leader: "No, that won't work. We've already used that one before." The market leader takes a sip of their drink, looking pensive. Market Leader: "What about blaming it on…

The design has been approved, accountability defined and resources allocated, everything is set to implement IBP…wrong! In reality the muscle memory of most organizations is an overwhelming force which will not be changed without direct intervention. In most cases, the formal IBP reviews become incorporated into existing meetings with a promise of ‘doing IBP’. Leadership commitment to IBP results in a fervor to proclaim the term or validate data as coming from IBP. In fact, most legacy meetings continue unabated and the IBP reviews become an appendage to the established protocol. The possibility of redesigning the agenda so to capture…