Supply chain · Fortune 500 beverage company
Replacing a supply chain that ran on spreadsheets
A global drinks business planned, made, sourced and delivered on fragmented Excel files. We ran the workshops that found the gaps, then designed the platform that replaced them.
- My role
- UX strategy and design lead
- Client
- A Fortune 500 global beverage company
- Product
- Supply Chain Nerve Centre
- Scope
- Plan, make, source, deliver
This case study is being written. The narrative below is confirmed. The detail, the decisions and the screens are still being assembled. This client cannot be named.
The brief, and what was actually wrong
The workshops found a strategy problem, not a software problem
The company wanted a centralised platform to replace a fragmented, spreadsheet-based process. Before designing it, I ran design thinking workshops with the business to map how decisions really travelled. Those sessions exposed gaps in the supply chain strategy itself, which changed what we went on to build.
The platform that followed gives real-time visibility and predictive insight across the four functions of plan, make, source and deliver, with monitoring and alerts that reach teams before something goes wrong rather than after.
The design problem
Large volumes of operational data, and a decision to make
A supply chain dashboard fails in a specific way: it shows everything, and therefore nothing. The work was defining an information architecture that put the next decision in front of the person who had to make it, and an alerting model that earned attention rather than exhausting it.
Still to write
What this case study needs
The sections being assembled: what the workshops actually surfaced, who the planners and plant teams are and what their day looks like, the alerting model, the decisions that were contested, outcomes, and screens.