Focus supply chain efforts on the few burning issues that hit revenue or delivery, not every alert. A raw material delay that halts production matters; a warehouse slowdown that safety stock can absorb doesn't. Logistics expertise, not technology, spots what actually burns.
How would I decide what is a priority for me right now? So what is a burning issue right now? So I think in a real business, also in supply chain, if I purely see things from the time lens, you know, my exception fatigue will be a little different. But if I see something long-term, that is it impacting my value chain in a longer run? Is it impacting my top line? Or it's, it's, it's it's delaying the customer delivery, which will impact, you know, my account for future. I think we should be very, very clear about it, that what is urgent, important for us, and then stop managing the way we have to manage every, you know, alert in a similar way. So you have to separate what needs action from what self-heals and what exception would you know, uh, need proper attention. For example, if my raw material is stuck in a shipment and my line will going to stop, it costs me more than that, you know, my shipment for warehousing will stop because my warehouse would have some safety stock to take care of that. So I think that kind of experience, uh, will come, you know, uh, from, from the logistic leader, and technology will be the enabler. So The great logistic operation don't run on zero exceptions. It will run on knowing, you know, what is a burning platform, where you can rush, and where, you know, which can directly burn the business. So I think based on that, we have to identify the proper operation noise and react on that and create a mattress. We need to be very, very clear about it, what we can leverage and how we can actually change the outcome. By prioritizing those exceptions and issue and focus on the effort, which will provide us a bigger impact.
