Lean, whilst driven by well understood tools is at its heart a creative process. This understanding has driven my working life and helped me to consistently deliver sustained competitive advantage from a manufacturing operation or wider supply chain, both as a consultant and operational manager. My personal success has come from my love of "making things" and my desire to help UK based companies to operate more competitively on the world stage. This has set lean in a wider context as part of the overall optimisation of the "cost to serve", balancing manufacturing cost with distribution and inventory holding costs to deliver the service the market demands.Understanding this is great, but it is my range of experience, emotional intelligence and leadership skills that have taken interesting ideas into the delivery of sustained competitive advantageSpecialities: Lean Manufacturing, Supply Chain Strategy and optimisation, Programme and Project Management, Sales and marketing of Consultancy, Organisational leadership - not just management
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Supply chains designed for cost and efficiency are now operating in a permanently unstable world. In this conversation, Tim Richardson, CEO of Iter Consulting, explains why volatility is no longer cyclical, why confidence among supply-chain leaders has eroded, and why resilience must be designed into networks rather than bolted on after disruption hits. He argues that adaptability depends less on chasing new technology and more on clear thinking, sound foundations, and leadership capable of making decisions before the next crisis arrives.
How do you make confident innovation and investment decisions in supply chains when uncertainty, stakeholder misalignment and execution risk are often bigger constraints than technology itself?
Why do so many supply chain transformation initiatives fail to deliver their promised impact?