From transition to transformation
Moving from operational transition into measurable performance improvement.
The problem
Daniel joined a logistics organisation during its transition into a new operating model. Once the transition stabilised, performance gaps became the focus — including truck-fill performance and ticket response times.
The reality
The processes and systems existed, but exceptions, workload distribution and operational decisions were affecting results. Improvement required visibility, stakeholder alignment and changes to the way work was managed.
The approach
Daniel improved reporting and visibility for senior stakeholders, reviewed minimum-fill rules, supported pallet-stacking improvements, reorganised team coverage for faster ticket response and applied the ESOAR framework to identify opportunities to eliminate, standardise, optimise and automate work.
The result
Overall truck fill improved by 3.7 percentage points in the first six months, while ticket SLA compliance improved by 12 percentage points.
What I learned
Transformation is not a single implementation event. It is a sequence of decisions, changes and measurements — and the people affected by those changes need to understand why they matter.