Max Henry argues supply chain leaders need to see beyond KPIs like OTIF reliability to understand how operations drive overall profit. The best leaders step back, connect their work to financial results, and learn from mistakes rather than obsessing over narrow metrics.
The biggest thing I see also looking at talent and talent development is really the breadth that the people have, stepping out and taking the broader picture. We know for good reason supply chain is very process-oriented, very KPI-focused, very detailed KPI. On the other hand, it doesn't matter, we all know, to have a good OTIP reliability and still not be profitable. And that's in the end, so it really comes down to what is making the business successful and your KPI helps, maybe sometimes it doesn't help. And people who are able to make that connection, even to step back, even take a negative decision in their sense, let's say in their area, and reflect and come back and take the learning from that, that is the people I see the leadership potential.
