All models are wrong. By definition, they simplify reality. The map is not the territory, but sometimes it’s exactly what you need. Imagine if you could isolate the root causes of problems in your organisation and map their connections on a single page.
Despite the disruption brought about by the pandemic, we already know some aspects of our future. Regardless of when and how we reboot our economy, it will no longer be in our national interest to rely on China for the manufacture of products critical to our lives and livelihoods.
How do you make sure you have the right amount of inventory to service your commitments, without tying up any more cash than you need to? This problem lies at the heart of distribution and replenishment. Luckily, there’s an unconventional solution.
When you’re buying services from a contractor, you want to minimise your risk at the lowest possible cost. If you’re the contractor, you want to minimise your risk while maximising your revenue. This adversarial tension is the core reality of most contracts. What to do?
Nobody likes maintenance, except those who make a living from it. Car servicing and repairs not only cost you money—while your wheels are in the garage, your mobility and convenience take a hit, too. There’s just one thing worse than maintaining your assets. Not maintaining them.