Build an operating model that can keep up.
Organise sourcing, supplier relationships and operating responsibilities across Vietnam and China, with clear handovers, owners and implementation priorities.
Turn the growth plan into everyday execution.
Growth exposes the gaps between strategy and delivery. Unclear responsibilities, weak handovers and fragmented information can constrain a promising business long before capacity becomes the main issue.
We help teams examine critical workflows, clarify ownership and define a practical change programme. The work connects the local organisation with headquarters, suppliers and service providers, with priorities and review routines that management can use.
DESIGN AROUND THE BUSINESS
Make responsibilities and interfaces work together.
An operating model connects the customer promise with the people, processes, partners and information needed to deliver it. A structure that works in one market may need different interfaces, decision rights or support in Vietnam or China.
We help management clarify the work to be done, who owns it and how issues move between local teams, regional functions and external providers.
Clarify who decides
Define responsibilities, approval routes and escalation. Resolve overlaps between headquarters, the local entity and service providers before they become recurring delays.
Make the work visible
Map critical workflows and handovers. Identify where information is incomplete, decisions wait or activities rely too heavily on one person.
Review what matters
Choose practical indicators, review routines and issue ownership. A dashboard is useful only if it informs a decision and supports follow-through.
SOURCING, DELIVERY AND CONTINUITY
Assess the chain, not just the supplier.
A competitive unit price does not explain the full operating requirement. Supplier capacity, product specifications, quality interfaces, lead times, logistics and dependence on key relationships all affect the ability to serve customers.
Supplier landscape
Define the requirement and examine potential supply options against capability, capacity, location and commercial criteria. Qualification methods and technical review responsibilities are agreed for the assignment.
Supplier interfaces
Clarify specifications, information requests, production updates, acceptance criteria and issue escalation. Identify where the relationship needs stronger governance or a clearer handover.
Planning and lead times
Connect demand assumptions with procurement, production and delivery. Examine buffers, dependencies and the consequences of uncertain forecasts or variable lead times.
Logistics and handovers
Map the physical and information flow between suppliers, carriers, warehouses and customers. Identify the decisions and specialist input required for the intended route.
Continuity exposure
Assess concentration, single points of failure and fallback options. Distinguish risks that can be monitored from those that require an alternative operating arrangement.
Performance governance
Agree relevant measures, review frequency and corrective-action ownership. Reporting should reflect the agreed service requirement rather than become a collection of disconnected metrics.
FROM DIAGNOSIS TO FOLLOW-THROUGH
A practical change programme with named owners.
The work can focus on a new operating footprint, a specific bottleneck or the readiness of an existing team to scale. Scope, access and implementation responsibilities should be clear from the outset.
Understand
Map the objective, current workflows, decision routes and evidence of the problem. Speak with relevant stakeholders where access permits.
Prioritise
Separate root-cause hypotheses from symptoms. Compare possible changes against business impact, feasibility and dependencies.
Design
Define the proposed process, roles, information requirements and controls. Agree what to test before extending a change.
Embed
Assign implementation owners, milestones and review routines. Track issues and refine the approach using agreed evidence.
TOOLS FOR MANAGEMENT
Useful outputs, not another shelf document.
Deliverables are selected around the operating question. A focused assignment may produce a process map and priority plan; a broader engagement may connect organisation, supply chain and management routines.
Operating-model blueprint
Roles, decision rights, interfaces and the responsibilities that connect local delivery with group expectations.
Process and dependency map
Critical activities, handovers, information requirements and the points at which work or decisions become constrained.
Supplier assessment framework
Agreed comparison criteria, evidence requirements, qualification questions and matters requiring technical or other specialist assessment.
Performance and issue framework
Indicator definitions, reporting ownership, review cadence and a route for escalating and closing issues.
Implementation roadmap
A prioritised change sequence with owners, dependencies, milestones and review points.
Case Study
Scaling a supplier network without losing control.
Imagine a manufacturer adding Vietnamese suppliers while its regional procurement team continues to manage demand planning. Late specification changes and unclear acceptance responsibilities create repeated handover problems.
A possible engagement would map the order-to-delivery process, clarify ownership between teams and suppliers, and define a qualification and escalation framework.
- Identify the decisions causing recurring delays.
- Agree information required at each handover.
- Define a pilot workflow and responsible owners.
- Review the pilot before extending the approach.
This illustration describes a possible scope, not an actual engagement or achieved improvement.
MAKE THE SCOPE PRACTICAL
Start with the operating question.
Can the work focus on a single process?
Yes. Procurement handovers, reporting, supplier coordination or an approval bottleneck can be assessed separately. The assignment should identify the relevant dependencies so a local improvement does not move the problem elsewhere.
Do you take over day-to-day operations?
Not by default. The scope distinguishes assessment, design, coordination and any agreed implementation support. Management retains its responsibilities and operational authority.
Does supplier assessment include technical certification?
No certification is implied. Technical inspections, laboratory testing, product compliance and specialist engineering require the appropriate qualified providers. Their role should be agreed alongside the commercial and organisational work.
What if current operating data are incomplete?
We begin by identifying available information and the gaps that affect the assessment. Interviews, workflow observations or a limited diagnostic can help frame the issues, but conclusions must reflect the evidence and access available.
Can headquarters and local management both be involved?
Yes. Cross-border interfaces are often central to the operating question. Agreeing decision rights, information needs and review routines helps align both perspectives.
Can you review a supply chain connecting Vietnam and China?
A cross-border scope can examine the allocation of activities, supplier dependencies, production handovers and information flow between the two markets. Begin with product specifications, required service levels and the evidence available at each site. Logistics, customs, product testing and other specialist responsibilities should be clearly assigned rather than inferred from a regional operating diagram.
BUILD A WORKABLE OPERATING MODEL
Where is execution getting stuck?
Share the business objective, the operating constraint and the teams or partners involved. We can discuss a focused diagnostic and the practical next steps.
Discuss your operating priorities ↗