Turning a monthly meeting into a decision forum
The cycle ran on schedule and produced a deck. It did not produce decisions, because the supply constraint arrived after the room had already agreed.
- Decisions with named owners
- Every cycleLogged with dates and carried forward to the next review
- Constraint visibility
- Moved earlierSupply feasibility now precedes reconciliation
- Plan reconciliation
- Single numberOperational and financial views bridged explicitly
The situation
Demand consensus and the financial forecast were reconciled informally, if at all.
Supply feasibility was assessed after the demand plan was locked, leaving no room to trade.
Escalations were raised in the meeting and resolved somewhere else, without a record.
What we did
- 1
Mapped the existing cycle against the decisions it was supposed to produce and found four with no owner.
- 2
Moved constraint based supply review ahead of reconciliation so gaps arrived with time to act on them.
- 3
Built a volume to financials bridge so the two plans could be compared in one view.
- 4
Facilitated the first three cycles, then handed the chair to the internal process owner.
Other engagements
All work- Network Design
Consolidating a nine site distribution footprint
A network that had grown by acquisition was carrying duplicate coverage in three regions. Optimization showed the footprint could contract without losing next day reach.
- Simulation
Sizing an automation investment before signing
A vendor proposal promised throughput that the demand profile never actually required, and understated the staffing needed on the days that mattered.
- Forecasting
Forecasting a long tail service parts catalog
Exponential smoothing was being applied uniformly to a catalog where most items moved a handful of times a year, producing confident forecasts of zero.