The people side of hitting your operating numbers.
Generic HR frameworks don't know shift patterns, seasonality or the scarcity of good planners and dispatchers. You get an org, roles and incentives built for supply chain and customer care specifically — designed with the leaders who carry the P&L, with HR alongside as a partner.
Six levers, each tied to a number you already track.
Take one lever or the whole reset. Either way it is scoped against your own baseline, not a template.
Org design
Function-specific structures for planning, warehousing, transport, and service — spans, layers, and reporting lines aligned to the operating model.
Role architecture
Job families, levels and career paths for supply chain and customer care — so promotions, pay and hiring all speak the same language.
Capability frameworks
Skills matrices for planners, buyers, dispatchers, team leaders and agents — with clear proficiency levels and development routes.
Hiring & onboarding
Recruitment packs, interview scorecards and 90-day onboarding plans tuned to operational roles that are notoriously hard to fill.
Incentives & KPIs
Performance and bonus schemes tied to real operational KPIs — service, cost-to-serve, OTIF, AHT — not generic company metrics.
Talent & succession
Assessment of critical roles, bench strength reviews and succession plans for supply chain and service leadership.
Assess. Design. Activate.
A short, decisive engagement — not a policy library.
Assess
Diagnostic of current org, roles, skills, spans and turnover — benchmarked against operating model needs.
Design
Target org, role profiles, capability matrices and incentive design — co-created with function leaders.
Activate
Hiring plan, onboarding, KPI cascade and manager coaching until the new model runs on its own.
What changes for you.
Faster time-to-fill on critical planning, dispatch and service roles — fewer wrong hires.
Better front-line retention within 12 months, so fewer escalations reach you personally.
Incentives pulling towards service and cost at once — and a 12-month people plan you can budget.
Indicative ranges from comparable engagements — calibrated to your baseline.
Operators, not policy owners.
I work with the leaders who carry the P&L for supply chain and customer care — usually with HR alongside as a partner, not as the client.
- Supply chain / operations directors
- Customer care & service leaders
- COOs scaling operations organisations
- PE operating partners resetting portfolio ops
- HR business partners embedded in operations
Thirty minutes, and you'll know whether there's money in it.
Bring the role you can't fill or the target your org can't hit. I'll tell you straight whether it's worth an engagement.