The challenge
End-to-end supply chain performance needed a connected management approach. This workstream focused on visibility, operating cadence and leadership routines across the process. It complemented the materials reset and control-tower work by addressing how teams reviewed performance and connected improvement with management activity.
The contribution
Jeroen worked on end-to-end supply chain performance management at the Oil & Gas major, including Cadence, visual management boards, huddles and leadership coaching. These elements formed a coherent project scope within his operational-improvement experience. The contribution joined the performance information teams used with the routines and leadership practices through which they discussed and managed it.
The documented result
The work established a supply-chain performance-management approach combining visual management, huddles, Cadence and coaching. A separate public numerical outcome was not reported. Programme-wide benefits are not attributed again to this individual management workstream.
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Related experience
Executive performance reviews for process excellence ↗
Kanban and visible work for project teams ↗
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