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Operational Reset: How Strategic Leadership Reversed a 2-Year Backlog and Rebuilt the Team
Background:
Following a period of significant disruption, this RV chemical and consumer goods distributor faced urgent operational challenges. Our team was brought in to stabilize operations, rebuild critical supply chain functions, and restore accountability.Critical Issues:
- Heavy backlog dating back over 2 years on several products.
- A new ERP system had previously been rolled out with insufficient training.
- Company recently had a mass exit of key supply chain roles (planners, supervisor, and a director).
- Shop floor lacked clear direction and was in a chaotic state.
Approach:
Over a focused four-month engagement, we executed a comprehensive turnaround plan.Key Actions Include:
- Deployed a dedicated supply chain leadership team to address and resolve key operational challenges.
- Reviewed and refined reporting tools to drive backlog reduction, cleaned up outdated POs, and ensured MRP data accuracy.
- Established daily deliverables to maintain up-to-date, reliable information.
- Strengthened communication through regular touchpoints and developed a KPI board to manage progress
- Collaborated closely with the management team to ensure strategic planning aligned with the evolving business model.
- Developed and implemented a scalable staffing plan tailored to current operational demands while supporting future growth objectives.
- Supported employee development through targeted training and mentorship, while also managing performance issues through documented counseling and, when necessary, leading the dismissal process in alignment with HR best practices.
Results:
By adding structure, providing clear direction, and adhering to policies and procedures during the crisis, we brought stability to the organization.- Developed detailed job descriptions and successfully recruited and onboarded a complete teams.
- Drove Operational Efficiency reducing backlog, showcasing strong project and task management capabilities.
- Partnered in the development of key performance indicators (KPIs) and ensured a smooth transition to new leadership, supporting ongoing team performance and operational continuity.
- Launched and maintained a daily KPI/communication board to facilitate effective stand-up meetings with cross-functional teams, improving transparency and alignment.
- Led organizational changes and conducted targeted training to optimize the receiving dock process, including cross-training staff to fill critical skill gaps—most notably in the shipping lead role.
By the Numbers
2
years of backlogs resolved
$2.15M
reduction in backlogs from $2.6M to $450K
4
month successful turnaround