Supply chain teams waste energy on constant firefighting—routine reactive problems—when they should save capacity for real crises. Reducing firefighting frees up the mental resources your team needs to handle genuine emergencies.
For me, firefighting is not the same as crisis management. And for me, what we all in supply chain are facing right now is incredible increase of genuine crisis that we need to have free resources and mental capacity of our people to deal with. And in order to release capacity for them to deal with true external crisis, could be internal, but true crises, we need to reduce firefighting because this is what drains our teams. Okay.
