Working approach

The first 100 days

How Dimitris approaches a new supply chain leadership role. The content is adjusted to each company; the sequence stays the same: understand first, then measure, then plan.

Days1–30

Listen and diagnose

Meet the team, the main internal customers and the key suppliers.
Walk the flows end to end: order, plan, buy, make, store, deliver.
Set a baseline: service level, forecast accuracy, inventory days and accuracy, cost per unit handled.

OutputA short diagnosis of the main gaps and what they cost.

Days31–60

Quick wins and measurement

Fix two or three problems that the business notices and that are cheap to solve.
Put a KPI set in place, with one owner per KPI and a weekly review.
Agree priorities with management and finance.

OutputA KPI dashboard and the first measured improvements.

Days61–100

Plan and rhythm

Start a monthly S&OP cycle linking sales, operations and finance.
Build a 12–24 month roadmap for processes, systems and organization.
Agree roles and development plans with the team.

OutputAn approved roadmap and a planning rhythm the team runs on its own.

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