12 modules · ~85 min
A Supply Shock, End to End
Tuesday morning, one email: your only supplier of a critical part is twelve weeks late. Follow that email through every person it lands on — procurement, engineering, planning, the factory floor, finance, sales, customer service and the board — and watch operational decisions turn into money and broken promises.
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What you'll be able to do
Follow a supply disruption through all eleven people who have to answer for it
Do the arithmetic that turns a supplier's delay into a number of unbuilt products
Understand the four levers available in a shortage — and why none of them is free
See why 'just use a different supplier' takes ten weeks and 'just redesign it' takes fourteen
Allocate scarce stock, and understand what allocation does to the people not chosen
Tell the difference between revenue lost and revenue merely moved — and why cash cares
Judge which customers to protect using strategy, not just order value
Explain how single-source risk gets created by sensible people making sensible savings
Modules
12 in this track- 1The Email That Stops a FactoryFree06:40 on a Tuesday: your only supplier of a critical part says twelve weeks. Here is the arithmetic that turns those words into 440 unbuilt ovens, and the eleven desks it is about to cross.Start →
- 2The COO: What Are We Actually Optimising?FreeAt 07:15 Ravi Menon has the Vantor email and about an hour before ten desks start improvising. His first job is not a plan — it is deciding, out loud, what Calder Thermal is optimising for.Start →
- 3Procurement: Is There Another Source?FreeHannah Wolcott has three days to run every alternative supply of the CB-40 to ground — and the hardest part of her job is telling Ravi honestly that none of them arrives in time.Start →
- 4Engineering: Can We Design Around It?FreeFourteen weeks to design out a chip, against a twelve-week disruption. Dev Anand explains why the obvious fix cannot rescue this crisis, starts it anyway, and gives everyone else answers firm enough to plan against.Start →
- 5Allocation: Who Gets the Boards?FreeTomasz Nowak has 520 control boards and firm orders for 960 ovens. He is not solving a puzzle with a right answer — he is choosing, by name, which customers get disappointed.Start →
- 6Manufacturing: What the Plan Costs on the FloorFreeTomasz's allocation is optimal on a spreadsheet and expensive on a production line. Grace Okonkwo prices the changeovers, decides what to do with sixty-eight people who have no boards to fit, and sends the plan back with a counter-proposal.Start →
- 7The Analyst: Which of These Orders Are Real?FreeTomasz has allocated 520 scarce boards against 960 firm orders. Yusuf Rahman's job is to find out how many of those 960 are firm at all — before boards are committed to demand that was never there.Start →
- 8Finance: Lost Revenue, or Just Late Revenue?FreeClaire Beaumont has to tell the board what this costs — and the answer turns on a distinction nobody in operations has made: money that is destroyed against money that has merely moved into a later quarter.Start →
- 9Sales: Which Customers Do We Protect?FreeThe protected list needs 521 boards and Calder has 520. Marcus Reid cannot add a customer without taking one off — so he stops ranking by order value and starts ranking by which losses are permanent.Start →
- 10Customer Service: Delivering the NewsFreeMarcus has decided who gets protected. Siân Pritchard has to turn that decision into four hundred conversations in a fortnight — and how those conversations go changes the commercial outcome as much as the allocation did.Start →
- 11Risk: Why Could One Supplier Do This to Us?FreeNobody at Calder was negligent, and that is precisely the problem. Ingrid Sørensen reconstructs how two sensible decisions built a six-year single point of failure, and brings the board four controls instead of the twenty it expects.Start →
- 12The Reckoning: What It Cost, and What ChangesFreeTwelve weeks on, Eleanor Vance gives the board an account: 370 ovens undelivered, $4.7m of revenue moved or lost, $700,000 spent — and the one line on that page that decides whether Calder is safer next year or merely poorer.Start →