As a highly accomplished Supply Chain Executive with over 12 years of experience, I have a proven track record of driving transformation and delivering results in global planning functions. With a strong focus on data-driven decision-making and IBP leadership, I have successfully aligned supply chain operations with corporate strategies, optimised processes, and implemented AI-enhanced forecasting tools to drive significant improvements in operational efficiency.My expertise lies in engaging with C-suite executives, executing comprehensive financial planning, and spearheading continuous improvement initiatives across international supply chains. I am dedicated to leveraging digital transformation to enhance supply chain operations, promote sustainability, and achieve operational excellence, ultimately driving impactful business outcomes.My diverse background spans various sectors, giving me a unique perspective and a deep understanding of different industries. I have a proven ability to navigate complex and dynamic business environments, and consistently deliver results that exceed expectations.
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Planning transformation projects frequently involve external consultants, yet many supply chain leaders approach these relationships with a degree of scepticism. Drawing on a conversation with former practitioner turned consultant Dale Edwards, this article explores why that scepticism exists and how it reflects the practical realities of planning transformation. It examines the gap between planning theory and operational behaviour, the risks of beginning transformation programmes with technology rather than clearly defined operational problems, and practical ways organisations can evaluate improvements before committing to major change. Rather than criticising consultants, the article argues that a constructive level of scepticism can improve decision-making and lead to more effective collaboration between organisations and external advisors.
How do you make confident innovation and investment decisions in supply chain planning when uncertainty, stakeholder misalignment and execution risk are often bigger constraints than technology itself?