Project Leadership

After the initial implementation of a complex $22m multi-site supply chain re-engineering project had become stalled Brian was transferred to take responsibility for the division running for the project. The task of re-establishing control of the project and delivering the anticipated financial returns required:

• the mentoring of the project manager to establish basic project management protocols;
• the conversion of a new project timeline into a financial benefits analysis;
• short interval management of the activities to achieve the new goals;
• finally the development of a new supply chain control process (SOP) to integrate the now centralised component manufacturing process with the satellite assembly plants. 

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