Crisis Management in Supply Chain Operations

Key Takeaways for Supply Chain Professionals:

Crisis management in warehouses requires a different approach than day-to-day operations.

The intersection of people, technology, and processes is crucial for performance.

Temporary solutions, while not elegant, can be effective in stabilizing a crisis situation.

Documentation, training, and continuous improvement are essential for long-term success.

Alignment among corporate management, site management, and clients is critical throughout the recovery process.

The "Warehouse Rescue 911" presentation provides a valuable framework for supply chain professionals facing operational crises.

By following the triage, stop the bleeding, and disciplined recovery approach, managers can effectively navigate warehouse emergencies and build more resilient operations for the future.

As Albert Einstein wisely noted, "We cannot solve our problems with the same thinking we used when we created them."

This presentation offers fresh perspectives on crisis management in supply chain operations, encouraging professionals to think differently when tackling warehouse emergencies.

2. Adri McCaskill
Warehouse Rescue 911

3. Warehouse
Rescue
911

5. A warehouse in crisis:
•“I can’t find it!”
•“The truck is here,
and the order is not
ready!”
•“We sent the wrong
stuff!”

6. ≠
≠

7. “We cannot solve our problems with the
same thinking we used when we created
them.”
- Albert Einstein

8. Stop the bleeding
Triage is vital
Disciplined recovery
Warehouse Rescue 911

9. Triage is vital
Emergency treatment is
brutal.
There may be collateral
damage.

10. The vitals are vital!
Inbound Outbound
Storage
INVENTORY
ALWAYS remember safety
OTIF
Inventory Accuracy
Staff Turnover
Triage is vital

11. Processes + Technology
+ People = Performance
OTIF
Inventory
Accuracy
Staff Turnover
"You can't control the
success or failure of a
thing you work on.
You can only control the
thing you work on."
- Lin-Manual Miranda
Triage is vital

12. Performance = Intersection
of People, Technology and
Processes
The Technology does not
support the processes, nor
does it enable the people.
The Processes do not meet
business objectives and
therefore the technology
and people cannot function
effectively.
The People are not
“willing and able” to use
the technology and follow
the processes.
Examples:
Triage is vital

13. Prioritize focus areas
(triage approach)
Perform a Preliminary Assessment of the problem:
What
“treatment”
plan should be
followed?
What is the
main cause of
the issue
(diagnosis)?
What is the
degree of
urgency?
NON-URGENT
EMERGENCY
PRIORITY
Inbound
Inventory
Outbound
Triage is vital

14. Stop the bleeding
Focus on priority and
speed.
The objective is not to
fix; it’s to prevent the
situation from getting
worse.

15. Stopgap solutions
Share with your team
that this solution is only
temporary
Even for a temporary
process, you need:
-Process design
-Work Instructions
-Training
Work Instruction
Stop the bleeding
A temporary solution
may not be as elegant
as the long-term
solution

16. Example: PowerApps
Stop the bleeding
Accountability: Repack Quality Control
•Created a
Power App to
record each
quality check
done by a
quality
controller

17. Disciplined recovery
Stable
Fragile
Weak
Healthy
Resilient
Robust

18. The Blueprint:
Disciplined recovery
“Single point of truth”
business document
Formally approved at
the process level
Drives technology
spec’s and user work
instructions

19. Process documentation and
Work Instructions are critical
Documented operational process flows
Employees must have
access to WI’s
Detailed and correct work instructions
Both are living
documents
Documentation
control is needed
Disciplined recovery

20. Training and handholding
Disciplined recovery

21. Formalize previous stop-gap
solutions
Disciplined recovery

22. Performance: You are meeting your KPI’s
consistently
People: Your team is ready, willing, and
able
Process: Your processes meet business
objectives
Technology: Your technology works correctly
according to process design
The goal:
Disciplined recovery

23. Who’s in charge?
Corporate
Management
Site
Management
Client
Require consensus among
the leadership ranks
Triage is vital!
Stop the bleeding
Disciplined recovery

24. “We cannot solve our problems with
the same thinking we used when we
created them.”
- Albert Einstein
In summary
A warehouse in
crisis requires a
different approach
Triage is vital!
Stop the bleeding
Disciplined recovery