Insights
Practical answers to operational questions in logistics, warehousing and supplier management — written from hands-on project experience.
- Interim & Operational Capacity
When does a company need an interim logistics manager?
When a logistics role must be owned now and the organisation cannot cover it: a vacancy with a long hiring lead time, a delivery crisis, a ramp-up, a site or system change, or a transformation that needs someone accountable. Interim is justified when the need is ownership and execution for a defined period. If you only need advice or occasional senior input, it is the wrong model.
Read · 3 min - Interim & Operational Capacity
Interim vs fractional logistics support: which model fits your situation?
Interim means temporary ownership: someone takes a logistics role or a critical situation and is accountable for results for a defined period. Fractional means recurring senior support while your internal team keeps ownership. Choose by urgency, who must own decisions, expected duration, internal capability and workload — neither model is better in general.
Read · 2 min - Warehouse & Material Flow
7 signs your warehouse is running out of capacity
The warning signs are high location occupancy, congestion, growing travel, overflowing staging areas, late replenishment, labour and equipment running at their limit, and a visible impact on service. Before adding space, check whether the limit is physical or created by flow, slotting, inventory policy or process — some capacity problems can be addressed through flow, slotting, inventory or process changes before additional space is required.
Read · 2 min - Supplier Performance & Risk
Supplier performance vs supplier risk: what is the difference?
Supplier performance is what is happening now: OTIF, quality, responsiveness. Supplier risk is what could disrupt supply in future: single sourcing, long lead times, capacity concentration and thin stock coverage. A supplier can perform well today and still be a high risk. If a supplier is already causing shortages, neither assessment comes first — recovery does.
Read · 2 min - Interim & Operational Capacity
What should an interim logistics manager deliver in the first 30 days?
In the first 30 days an interim logistics manager should establish an honest picture of the operation, agree decision rights, contain the most serious delivery and supply risks, and put a daily and weekly operating cadence in place. The first month is about control and clear priorities, not a full transformation. Sequence and depth depend on the situation and should be agreed with management at the start.
Read · 3 min - Interim & Operational Capacity
Does a small manufacturer need a full-time supply chain manager?
Not always. A small manufacturer needs a full-time supply chain manager when daily coordination, the number of senior decisions and operational risk require someone present and accountable every day. If the team can run daily operations and senior input is needed regularly but not daily — planning rules, supplier escalation, inventory policy, KPI review — fractional support can be the better fit.
Read · 2 min - Warehouse & Material Flow
Warehouse capacity: expand the building or fix the flow first?
Check the constraint before paying for space. A warehouse that feels full can have a real physical space limit, but the cause is often flow, slotting, inventory, staging congestion, resources or process. Some capacity problems can be addressed through flow, slotting, inventory or process changes before additional space is required. Expansion is justified when the data shows the space itself is the constraint.
Read · 3 min - Supplier Performance & Risk
Supplier recovery: what to do in the first 72 hours
In the first 72 hours of a supplier crisis the goal is control, not a final solution: protect production and customers, establish the facts, quantify exposure by part number, confirm what supply is actually secured, assign one escalation owner, start short-term containment and run a daily control routine. Many supplier problems take longer than 72 hours to resolve; the first days decide whether the situation is managed or keeps escalating.
Read · 3 min - Logistics Management & Data
5 logistics KPIs management should actually review
Management usually needs a small set of logistics KPIs that drive decisions: customer delivery performance (OTIF where relevant), shortages and material availability, inventory coverage, plan adherence and warehouse or service performance. Clear definitions, data sources, targets and owners matter more than the number of metrics. A short, trusted KPI set reviewed with actions is more useful than a large dashboard nobody acts on.
Read · 2 min
Let's Discuss Your Challenges.
Not sure where to start? Book a 30-minute discovery call and let's discuss your logistics, supply chain or supplier-related challenges and determine the most suitable support model.
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