03

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.

04

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.