Single source of truth board
Operating context
Government & Public Sector / Digital Transformation / Live and operating / 2023-2024
Operating problem
SPL's logistics network suffered from critical inefficiencies: a lack of real-time visibility, gaps in tracking shipments within warehouses and during last-mile, inadequate coordination between commercial and operational teams, and under-used technology. The result was operational performance that fell short of strategic ambition, customer experience that suffered, and growth constrained by problems leadership could not see in time to act on. The institution needed a single source of operational truth, and a single line of accountability against it.
Intervention
We designed and stood up a Command and Control Center operating model structured around four functions: situational awareness (monitoring SLAs/OLAs/KPIs and daily reporting), issue management (single point of responsibility for major issues, escalation, crisis management), support and coordination (resource allocation, decision support across functions), and continuous improvement (trend analysis, process improvements, forecasting). The work ran out of an embedded team, senior product, solution architecture, delivery, and operations leadership, co-located with SPL's operating teams. We operated the room with SPL through the stand-up phase, then transferred ownership to SPL teams while remaining inside the program for continuous improvement.
Measured change
Real-time visibility across the entire SPL supply chain, first-mile through last-mile, running out of one operations room, one set of dashboards, one accountability line. Streamlined processes and optimized resource allocation. Significantly improved issue management, with faster resolution and proactive prevention. Increased operational efficiency and throughput. Reduced operational cost and delivery delays. Improved service delivery against SLAs. The room is now run day-to-day by SPL's own teams.
Transfer / operate model
The room was operated with SPL through stand-up, then transferred into SPL day-to-day ownership while Infinite PL stayed embedded for continuous improvement.
Accountability line
SPL operating teams with Infinite PL embedded through stand-up and transfer.
SLAs, OLAs, KPIs, shipment visibility, major issues, resource pressure, and trend lines.
Single point of responsibility, crisis path, decision support, and steering cadence.
One room became the daily operating line for visibility, issue handling, and continuous improvement.
Track record
One accountability line
Major issues now have a single owner, an escalation path, and a daily report leadership reads.
Visibility the operating teams trust
First mile to last mile on one set of dashboards, monitored against SLAs, with issues caught while leadership can still act on them.