Eloquence within your team – why it is vital for operational effectiveness.

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Lately, I have found myself in rooms where the ability to articulate issues clearly has proven to be more critical than ever.

Executives and visionaries make quick, valuable decisions when they utterly understand the challenges and opportunities before them. But when those issues are poorly communicated or misunderstood, the result is often costly mistakes that ripple through the organization.

Consider this: A global company once faced a supply chain disruption because a key supplier was at risk of defaulting on their delivery timeline. The operations team flagged the issue internally but failed to communicate its potential ripple effects clearly to leadership.

The result? A delay in addressing the problem, missed production targets, and millions of dollars in lost revenue.

Now imagine if the issue had been presented differently framed in terms of its financial and operational impact, with clear next steps, actionable solutions, and implication if a DO-NOTHING stance is taken. Leadership could have acted faster, mitigating the loss, and protecting the company’s reputation.

This is why eloquence matters. In supply chain management, your technical expertise is critical—but let us talk about something even more powerful: your ability to communicate effectively.

If you cannot represent yourself verbally, no matter how skilled you are, you will struggle to grow. Eloquence is not just about sounding polished—it is about clarity, confidence, and connection.

Think about it: the supply chain is built on relationships. Whether you are negotiating with suppliers, leading a team, or presenting a case to the board, your ability to articulate ideas clearly and persuasively can be the difference between success and stagnation.

I have met a few entrepreneurs who struggle to articulate the problems or wins within their supply chain. When this happens, they risk not only selling the issue inadequately but also failing to sell the opportunity effectively.

Selling the opportunity right is critical—because when it is done well, it drives alignment, inspires action, and unlocks growth for the entire organization.

The best way to prioritize your communication is to start by understanding the operational elements. When you deeply grasp how the moving parts work together, you can translate complex operations into actionable insights that resonate with your audience. This is the foundation of eloquence in supply chain: knowing, understanding, and delivering with impact.

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In my journey, I have seen that great ideas and innovative solutions often fall flat because they are not communicated effectively. And that is a loss we cannot afford—especially in an industry as complex and fast-paced as the supply chain.

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A Personal Experience with Communication Challenges in Inventory Management

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During my time managing supply chain operations, we faced a significant issue with inventory losses and inaccurate planning, which severely impacted profitability and operational efficiency. On the surface, inventory discrepancies were isolated warehouse errors. However, as the situation persisted, it became clear that the problem was far more systemic, rooted in a critical communication gap.

Here is how it unfolded: the warehouse team was responsible for maintaining accurate records of stock levels and flagging discrepancies as they occurred. While they did report issues, their communications were often informal and lacked sufficient detail or context. For example, discrepancies were logged in spreadsheets and emailed to the planning team without any follow-up or escalation when issues were not addressed. The planning team, on the other hand, relied heavily on these numbers for forecasting and production scheduling. They assumed the data provided by the warehouse was accurate and made decisions, accordingly, leading to mismatched forecasts, overproduction in some areas, and shortages in others.

This misalignment created a vicious cycle. The warehouse team felt their concerns were ignored, while the planning team was frustrated by constant disruptions to their schedules. The losses continued to mount, and it became clear that leadership intervention was necessary. Note the process was in place but it was not effective-I am big on putting processes down, but it is even more important to ensure that the processes are effective.

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Leadership Buy-In and the Resolution

Recognizing the severity of the issue, I brought the matter to the leadership team with a comprehensive breakdown of the problem and its impact spelling out clearly the attendant bullwhip effect. I framed the issue not just as a logistical challenge but as a strategic risk to the organization’s bottom line. To gain their buy-in, I highlighted how improved communication could lead to more accurate forecasting, better resource allocation, and a direct positive impact on profitability.

Leadership agreed to support a structured intervention. With their backing, we introduced several key changes:

1. Role Clarification and Accountability: We defined clear roles for both teams. The warehouse team was made accountable for timely and detailed reporting, while the planning team was tasked with verifying the data and escalating any discrepancies immediately. We created a designated point of contact in each team to ensure seamless communication and eliminate finger-pointing.
2. Standardized Communication Processes: A new standardized reporting format was introduced. Every discrepancy report had to include specific details, such as the product ID, batch number, the nature of the issue, and the required action. We implemented a shared dashboard for real-time tracking of inventory issues, which both teams could access and update.
3. Regular Cross-Functional Meetings: Weekly cross-functional meetings were instituted to review inventory data and address any flagged issues collaboratively. These meetings fostered better understanding and trust between the teams.
4. Leadership Oversight: Leadership played a critical role in ensuring adherence to the new processes. They attended the initial meetings to emphasize the importance of the changes and held both teams accountable for their roles.

The results were transformative. The structured reporting and tracking system allowed us to identify and resolve inventory discrepancies faster, which improved the accuracy of our planning. The cross-functional meetings helped build stronger relationships between the warehouse and planning teams, ensuring issues were addressed collaboratively rather than becoming sources of conflict.

This experience taught everyone a powerful lesson: clear communication, supported by leadership buy-in and structured processes, is the backbone of effective supply chain management. By aligning teams with a common purpose and providing the tools they need to succeed, even complex challenges can be resolved efficiently.

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So, here is my challenge to you: prioritize developing communication skills within your teams,

Practice. Seek feedback. Learn to tell a compelling story with your data.

Because in the supply chain, it is not just about what you know; it is about how well you can share what you know to create impact.

Your voice matters. Use it wisely.

Do you have examples of how communication skills have impacted your career in the supply chain or your operations? I would love to hear them—please share!

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