Has anyone hired a leader to specifically manage logistics transformation? Did you target someone more logistics focused or more IT focused?
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Chief Operations Officer in Consumer Goods7 months ago
If the primary challenges and opportunities for transformation lie within the logistics operations themselves—such as optimizing supply chain processes, improving inventory management, enhancing supplier relationships, or reducing logistics costs—a leader with a strong background in logistics and supply chain management might be more suitable. This individual would likely have deep experience in logistics operations, strategies, and best practices, and would be skilled in identifying and implementing improvements in these areas.
We often see projects given to the 1st, the 2nd, or the 3rd, while the solution is outside the box.
Additionally, this person should be EMPOWERED, with the capability to say "no" to the Function focused, "no" to the Business focused and "no" to the IT focused experts when necessary.
We often see projects given to a centralized office playing the role of an extra department with the risk of falling into the labyrinth of internal politics.
Her/His mission is to transform successfully, not to work in Logistics, not to work in the Segment, not to work in IT. While Transformation is a continuous journey, transformative missions are discretionary. This is why imho I believe the best are FRACTIONAL Transformation leaders bringing with them experience from other projects for other Functions, other Segments, and other IT set-ups.
To sum up, an Empowered Fractional Change/Transformation Management Focused Leader.
Only my opinion, happy to read other answers to this very interesting question.