I am an operations professional with a successful track record of developing strategy, re-structuring organisations and implementing performance management and governance to deliver step change.I have an empowering approach to Leadership with a passion for developing diverse, high performing teams that deliver sustainable change.I am recognised as now having the balanced background of operations delivery and change management, having operated at the Executive level for the last 15 years in FTSE 100 and privately owned global businesses.I have extensive Management Consulting experience leading and delivering change and value across diverse industries as Marine, Pharma, Service, Industrial Products, CPG. I have worked globally in operations and as a consultant having had operational accountability for sites in Europe N. America and Asia. I spent 4 years living in Norway with my family whilst in RR Marine.I can be contacted on +44 7767 464815 or at cbassano14@gmail.com
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Why expediting becomes the default response in volatile supply chains. A discussion with practitioners reveals how unresolved structural trade-offs around service, inventory, cost and capacity push organisations into reactive firefighting rather than deliberate resilience.
Chris Bassano’s experience across industrial and building products supply chains highlights how resilience is built through operating model design rather than technology alone. Drawing on large-scale transformations, the article explores synchronisation between demand and supply, network redesign, the role of S&OP and IBP in orchestrating the organisation, and how inventory discipline translates into working capital and free cash flow. It emphasises the importance of framing supply chain decisions in financial terms and building strong alignment with the CFO to secure investment and sustain resilience.
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?
When working capital is tight and volatility persists, what practical levers do you actually have to build resilience beyond simply carrying more inventory?