The scoreboard, honestly: the hard targets, how often each one is actually looked at,
and the quiet human signals that never make it onto a dashboard.
Cash Conversion Cycle (CCC)
How quickly we turn our investments in inventory and receivables into cash. It's a big indicator of how efficient our working capital is.
Target · Reduce by 15 days over 2 yearsIf our CCC is currently 70 days, you'd be aiming to get it down to 55 days by improving inventory turns and speeding up order-to-cash processes. That's real money, not just theoretical savings.
Total Landed Cost Reduction
The actual, all-in cost of getting a product from its origin to our warehouse, including manufacturing, freight, duties, and handling. We want to see you find ways to bring this down.
Target · Deliver £5M in documented savings annuallyNegotiating better freight rates, optimising shipping routes, or finding more cost-effective suppliers that reduce the overall cost of goods by £5M without sacrificing quality or service. This isn't about cutting corners; it's about smart choices.
Working Capital Optimisation (Inventory Holding)
The value of inventory we're holding across the network. Too much ties up cash; too little means stockouts. It's a delicate balance.
Target · Reduce inventory holding by £10M while maintaining service levelsImplementing a new inventory strategy that allows us to hold £10M less stock, but still hit our customer delivery targets. This means smarter forecasting, better supplier relationships, and more agile logistics. It's a tough one, but hugely impactful.
On-Time In-Full (OTIF) Delivery
Did the complete order arrive on the day it was promised? This is our customer's view of our supply chain, and it's paramount.
Target · Maintain >98% OTIF for your managed region/business unitEnsuring that for every 100 orders, at least 98 arrive exactly as expected, without missing items or delays. This requires tight control over warehousing, transport, and planning. A dip here means unhappy customers, plain and simple.
Strategic Influence & Cross-Functional Alignment
Your ability to get other departments – Sales, Finance, Product – on the same page regarding supply chain decisions. It's about leading without direct authority, really.
- You're regularly invited to strategic planning meetings outside your direct remit. Other department heads seek your input before making big decisions that touch the supply chain. You're seen as a trusted advisor, not just an operator. We'll see evidence in project success rates where multiple teams needed to collaborate.
Team Development & Talent Pipeline
How well you're building, mentoring, and retaining your team. A strong leader grows strong people.
- Your direct reports are progressing in their careers, taking on more responsibility, and are generally happy. We'll see this in retention rates, internal promotions from your team, and feedback from skip-level managers. You'll have a clear succession plan for key roles, even if it's just a rough idea.
Process Maturity & Resilience
The robustness and adaptability of the supply chain processes under your watch. Can they handle a shock, or do they fall apart?
- After a major disruption (e.g., port strike, supplier bankruptcy), your area recovers faster than others, with minimal impact on customers. You've got clear, documented processes that people actually follow, and you're always looking for ways to make them better, not just patching things up. We'll see fewer 'fire drills' and more proactive problem-solving.
Innovation & Continuous Improvement
Your drive to find new ways of doing things, whether it's adopting new tech or simply tweaking an old process to make it better. Stagnation is not an option.
- You're regularly bringing forward ideas for process improvements or technology adoption that demonstrably save money or improve service. Your team is encouraged to experiment and learn from failures. We'll see a pipeline of improvement projects, not just one-off fixes.
