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Combine urgency of Supply Chain improvement with clear feasibility for team buy-in.
Many supply chain improvement initiatives are seen as urgent by the team, especially if these relate to customer service. For example, if stockouts are a pain area for customers, reducing it would be an important and urgent improvement initiative. Similarly, if we are losing out to competitors due to higher lead times in a B2B scenario, lead time reduction would be an important and urgent initiative.
I have seen quite often that the teams are overwhelmed by such urgent and important initiatives. More so, if they aren’t convinced that such an improvement is indeed possible.
Whenever we embark on such urgent and important initiatives, we must spend time with the team to explain how it will be done without stressing the team. Their doubts, if any, should be clarified before starting the project.
Once the team understands the urgency, impact and feasibility of the initiative, we can count on their full buy-in.