Our Approach

We work as your internal staff resource leaders, we become part of your organization, totally immersed and involved, to provide a detailed assessment of your logistics operations, services, channels, costs, and revenue.  We follow a VMOST (Vision - Mission - Objectives - Strategy - Tactics) framework to ensure the projects and journey stay on path and goals and objectives are met. 

We work with our client’s Team to define the Project, the Scope, the Goals, the Details

Vision – The Vision publicly describes the end state as it relates to the purpose of the operation and key tasks to accomplish.  A clear, concise statement of the intended outcome.  A simple statement of what the future view is.  A description of how we see the journey ending.  Used as powerful tool for distributing decisions and empowering the team, a statement that everyone clearly understands.

Mission - The definition of what must get done in order to complete the Vision.  Can be one Mission or up to five Missions.  It is critical steps that are defined.   The elimination of ambiguity on what the firm intends to achieve opens the door to dramatically increased support for the strategy.  The critical actions that must be accomplished to reach the Vision.

Objectives - Defining how success will be measured.  What metrics will be used to ensure the teams are moving forward on the Missions.  Key Performance Indicators agreed to.  It is how we keep score.   As well as Milestones that will keep the project on time.

Strategy - The action plans that need to be done in order to complete the Missions.  How do all the teams and team members interact together.  Strategies may adapt to overcome roadblocks and constraints.  The best plans change, as heavyweight boxing Champion Mike Tyson said, "Everyone has a plan until they get punched in the nose".   Adapt and overcome in order to complete the Mission. 

Tactics - this is the "to do" list.  Action items with toll gates, completion dates and accountability.  The execution of the plan.  The roll up your sleeves and get it done part.  It's easy in many organizations for overtaxed groups and stressed-out managers to comply with top-down strategy requests, but to not be fully invested. It's this lack of full investment that leads to the "failure to execute" problems.

A clear statement of intent with key actions makes the work of strategy execution tangible and visible. There's no room to hide when the priorities for everyone are called out, everyone is involved, and everyone is accountable for doing their part.