SPL Command-and-Control Center
Single source of truth board
- RECORD REC-C2-001
- 01
- 02
- Warehousing
- 03
- 04
- Last mile
- Issue room
- Major-issue queue
Government & Public Sector
120+
Digital Transformation
95%
Live and operating
300+
2023-2024
100%
DELIVERY RECORD
Single source of truth board
01
Operating context
Government & Public Sector / Digital Transformation / Live and operating / 2023-2024
SPL's logistics network suffered from critical inefficiencies: a lack of real-time visibility, gaps in tracking shipments within warehouses and during last-mile, inadequate coordination between commercial and operational teams, and under-used technology. The result was operational performance that fell short of strategic ambition, customer experience that suffered, and growth constrained by problems leadership could not see in time to act on. The institution needed a single source of operational truth, and a single line of accountability against it.
02
Operating problem
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.
05
Transfer / operate model
The room was operated with SPL through stand-up, then transferred into SPL day-to-day ownership while Infinite PL stayed embedded for continuous improvement.
REC-C2-001
Accountability line
OWNED BY
SPL operating teams
MONITORED
SLAs, OLAs, KPIs
ESCALATED THROUGH
Single point of responsibility
CHANGED AFTER LAUNCH
One room became the daily operating line
Infinite PL embedded
through stand-up and transfer
Major issues and trends
resource pressure
Crisis path and cadence
decision support
Track record
01
02
One accountability line
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