A private dinenr for senior investment decision-makers navigating supply chain capability investment. By invitation only.
This dinner is for the people who have to say yes or no — and who want to be better equipped to do so.
Most investment decision-makers who receive a supply chain capability business case have not been through the journey that produced it. They have not seen the diagnostic work, the architecture options that were considered and rejected, or the organisational conditions that will determine whether the investment delivers.
They are being asked to evaluate something complex with limited context — and the consequences of getting it wrong run in both directions. Approving the wrong case is expensive. Blocking the right one can be too.
Supply chain capability investment is not like most capital allocation decisions. The value is often indirect, the timelines are long, and the conditions for success are organisational as much as financial. A rigorous-looking business case can still fail if the foundations are wrong. A conservative case can still deliver if the right conditions have been created.
This dinner exists to give a small group of senior investment decision-makers a better framework for making those judgements — from the experience of peers who have been on both sides of the table.
Three questions structure the evening:
How should supply chain capability be thought about as a strategic and capital allocation question?What distinguishes supply chain capability investment from other capital decisions — and what that means for how business cases should be constructed and evaluated.
What does a well-founded supply chain capability investment case actually look like?What the conditions for success are, how to distinguish between cases that are genuinely ready for commitment and those that need more upstream work, and what questions to ask before saying yes.
What should investment decision-makers expect during a multi-year capability programme?How to maintain appropriate governance without micromanaging execution, what honest progress looks like versus false confidence, and when to revisit the original commitment.
The discussion is practitioner-led and draws on the BestPractice.Club case library — real capability investment journeys, including what went right and what did not.
Date: Tuesday 11 November 2026
Time: Evening — arrival from 18.30, dinner from 19.00
Location: Central London (venue confirmed to guests)Format: Private dinner, eight to sixteen people
Attendance: By invitation only
This dinner takes place the evening before the BestPractice.Club in-person meeting, Confidence Before Commitment, on 12 November — a full-day practitioner meeting for supply chain leaders navigating live capability investment decisions. The two events are designed to work together: investment decision-makers who attend the dinner gain context for the decisions their teams are working through; change champions at the following day's meeting benefit from investment decision-makers who are better equipped to evaluate what they bring forward.
This dinner is for CFOs, COOs, Group Managing Directors, Chief Procurement Officers, and equivalent senior leaders at organisations where supply chain capability investment is a live agenda item — or is likely to become one.
It is not for supply chain practitioners or transformation leads. The BestPractice.Club in-person meeting on 12 November serves that audience.
Attendance is by invitation and is limited to ensure the discussion remains candid and focused.
If you have received an invitation and would like to discuss it before confirming, or if you have been told about the dinner and would like to understand whether it is relevant to you, get in touch directly.
Email JP: jp@bestpractice.club