Managing Retail Staff Schedules

Strategic Workforce Planning starts in: 👉🏻 The business strategy. Not HR frameworks. Not headcount plans. If we’re not clear on where the business is going — growth, scaling, new markets — then SWP just becomes a 2D exercise. For me, it comes down to one question: What capabilities do we need to win? That’s the shift: From roles → to capabilities From structure → to skills Thats where Dave Ulrich’s “business first” thinking is helpful. I’ve often seen in growing businesses teams increasing in size and more complexity. The instinct? Hire more experienced leaders from the outside. And yes — sometimes you need to buy that capability. But if you rely on that alone, you create dependency and inconsistency. I recommend a more deliberate 4D approach: • Buy selectively for critical roles or fresh thinking • Borrow where you need pace or niche expertise • But really focus on building your leadership capability from within Because what’s often missing isn’t just experience — it’s scalable leadership. Things like: – leading through others – making decisions with incomplete information – operating commercially, not just functionally – creating clarity in ambiguity So how do you actually build this? For me, it’s a few things: ➡️Get really clear on what “good” looks like Not generic competencies — what great leadership looks like in your business, at your stage of growth ➡️Use real work as the development vehicle Projects, stretch roles, market expansions — not just programmes ➡️Build it into how you run the business Performance, succession, talent reviews — all anchored in those capabilities ➡️Hold leaders accountable for building leaders Not just delivering results ➡️Be consistent This isn’t a one-off initiative — it’s how capability gets built over time That’s when SWP shifts from filling roles… To building a business that can actually deliver its strategy 🏆 . #StrategicWorkforcePlanning #HRLeadership #LeadershipDevelopment #TalentStrategy

Workforce planning has always been an incredibly complex and difficult task. Despite valiant efforts to improve these models, they have remained relatively static and simplistic, relying predominantly on small teams crunching data or on predictions from the hiring manager community. In an ideal world, we would shift from a static, once-a-year exercise to a dynamic, more proactive model. We would stop reacting to what's happening now and start anticipating what's likely to happen next. Last week, I had the pleasure of spending time with our enterprise data and analytics team, a group that services over 800 customers. The most exciting topic we discussed was three pilots we're running with customers right now that aim to make this a reality: using a digital twin for work planning. It works by connecting vast amounts of external market data with a company's many internal data sources, some they typically wouldn't consider, such as ERP, CRM (sales), LMS, and Time and Attendance systems. This allows us to run scenarios and model future talent needs. Here’s a concrete example: By analyzing Salesforce, HRIS, and ATS data, we can predict that when multiple prospect opportunities reach a specific stage in our customer’s sales cycle, there is a high likelihood of winning at least one of them. We can then analyze the consistent skill sets across all of those prospect opportunities, allowing us to confidently and proactively start a recruitment process for those skills. The goal being that we have candidates at the final stages of the process, before an official requisition has been raised, positively impacting time to hire. We’ve also been able to replicate a similar model based on website sales activity. The question to ask is: what data is generated in what system that allows you to get ahead of the hiring process today. 

𝗔𝗿𝗲 𝘆𝗼𝘂 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝗳𝗼𝗿 𝘁𝗼𝗱𝗮𝘆’𝘀 𝗿𝗲𝗮𝗹𝗶𝘁𝘆 𝗼𝗿 𝘆𝗲𝘀𝘁𝗲𝗿𝗱𝗮𝘆’𝘀 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲?    When I first started out in my career, the world of work looked very different.     Most people stayed in the same job – even the same company – for many years, sometimes decades. Roles were clearly defined, often with fixed hierarchies and long paper trails. Teams were almost always co-located, and workforce planning largely meant headcount forecasting based on fixed job descriptions.    Fast forward to today, and work looks nothing like that. AI advancements have reshaped entire industries. New skills are emerging in months, not years. Geopolitical shifts are affecting access to talent and cost in ways business leaders couldn’t have predicted five years ago.     But too often, workforce strategies are still rooted in that old approach, usually accompanied by long hiring cycles or rigid structures.     To truly tackle today’s challenges, strategies should be led by the outcomes the business needs to achieve – whether that’s accelerating digital transformation, expanding into new markets, or delivering complex, high-impact projects at pace.    David Barr, who leads the Robert Walters Outsourcing business, sums it up well:  "The future of workforce planning isn’t about the worker. It’s about the work that needs to be done."    This shift in mindset changes the questions leaders should be asking.     For instance, instead of asking: What roles do we need to fill?  Think about: 𝗪𝗵𝗮𝘁 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀 𝗮𝗿𝗲 𝘄𝗲 𝘁𝗿𝘆𝗶𝗻𝗴 𝘁𝗼 𝗱𝗲𝗹𝗶𝘃𝗲𝗿?    And in place of: What qualifications or experience do we need?   Consider: 𝗪𝗵𝗶𝗰𝗵 𝘀𝗸𝗶𝗹𝗹𝘀 𝗮𝗿𝗲 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝘁𝗼 𝗮𝗰𝗵𝗶𝗲𝘃𝗶𝗻𝗴 𝘁𝗵𝗼𝘀𝗲 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀?  That’s where capability-led planning comes in. It can help organisations build on traditional hiring models beyond permanent and temporary by adding more flexible ways to access the skills they need – when and where they need them.      For example, say you’re looking to build a team with in-demand tech skills that are difficult to recruit for. Instead of trying to fill permanent positions, a hire-train-deploy (HTD) model can help you access early-career talent, trained specifically for your needs and ready to deliver from day one.     Or, if your team needs expert support for a critical project but adding to your headcount isn’t an option, a resource augmentation approach is a good solution. It gives you access to experienced, on-demand consultants with specialist skill sets – along with the flexibility to scale up or down as needed.      Yes, this kind of planning may take more thought upfront. But it creates a workforce strategy that can evolve as fast as the world around it.     How are you progressing your workforce strategy to meet what’s next? 

2026 Will Redefine Competitiveness in the UAE and Workforce Strategy will decide who wins.. Everyone is talking about the UAE’s economic momentum. But very few are talking about what it actually means for companies trying to stay competitive in 2026. Here’s the truth: The next phase of growth in the UAE will be won by organisations that can align capability, technology, and people at speed... After analysing the latest economic signals, three shifts stand out. 𝟭. 𝗧𝗵𝗲 𝗨𝗔𝗘’𝘀 𝗲𝗰𝗼𝗻𝗼𝗺𝘆 𝗶𝘀 𝗱𝗶𝘃𝗲𝗿𝘀𝗶𝗳𝘆𝗶𝗻𝗴 𝗳𝗮𝘀𝘁𝗲𝗿 𝘁𝗵𝗮𝗻 𝘁𝗮𝗹𝗲𝗻𝘁 𝗰𝗮𝗻 𝗸𝗲𝗲𝗽 𝘂𝗽 Technology, logistics, renewable energy, advanced manufacturing, life sciences  these sectors are expanding rapidly as the UAE pushes toward We The UAE 2031 and Operation 300bn. Growth is strong. But capability gaps will widen. Companies that rely on traditional hiring models will struggle. Companies that build agile, high-skill workforce systems will lead. 𝟮. 𝗙𝗗𝗜 𝗶𝘀 𝗮𝗰𝗰𝗲𝗹𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗮𝗻𝗱 𝗶𝘁 𝘄𝗶𝗹𝗹 𝗱𝗲𝗺𝗮𝗻𝗱 𝗴𝗹𝗼𝗯𝗮𝗹 𝘁𝗮𝗹𝗲𝗻𝘁 𝗺𝗼𝗯𝗶𝗹𝗶𝘁𝘆 Mega-projects in aviation, maritime, clean energy, and smart cities will intensify competition for specialised skills. The question is no longer: “Can we hire?” It’s: “How fast can we build capability?” Workforce planning now requires global pipelines, compliant mobility models, and scalable teams that can activate at pace. 𝟯. 𝟮𝟬𝟮𝟲 𝗶𝘀 𝘁𝗵𝗲 𝘁𝗶𝗽𝗽𝗶𝗻𝗴 𝗽𝗼𝗶𝗻𝘁 𝗳𝗼𝗿 𝗔𝗜 𝗮𝗱𝗼𝗽𝘁𝗶𝗼𝗻 𝗮𝗰𝗿𝗼𝘀𝘀 𝘁𝗵𝗲 𝗚𝗖𝗖 AI will no longer be an experiment, it will be a business requirement. The winners will be the companies that embed AI into workforce design: not as a substitute for people, but as a multiplier of capability, productivity, and decision-making. So what should companies prioritise in 2026? Build for skills, not static roles  • Job descriptions age quickly.  • Skill-first organisations will adapt faster, move faster, and innovate faster. Strengthen your talent supply chain  • Expect shortages in AI, engineering, sustainability, compliance, and specialised services.  • Talent pipelines must be global, diversified, and scalable. Prepare for a liquid workforce Hybrid, contract, gig, and project-based models will rise. A unified system for onboarding, compliance, and performance is now essential. Develop leaders who can navigate transition  • Digital fluency, coaching, adaptability, and change leadership will define the next generation of UAE leaders. Embed AI into HR operations  • Speed. Accuracy. Better decisions.  • AI-enabled HR will be the standard, not the exception. 2026 won’t just be a year of economic growth. It will be the year where workforce strategy becomes the new driver of competitiveness. The UAE is moving decisively. The organisations that move with it building capability, adaptability, and talent ecosystems will shape the next chapter of this region’s success story.

The Power of Strategic HR: 16 Years of Scaling Businesses & Building Global Trust After 16 years, I'm reflecting on a career journey that consistently centered on one goal: turning Human Resources and Operations into a measurable engine for business growth and organizational maturity. My experience, spanning IT Services, Software Development, and large-scale Infrastructure, has equipped me with a unique perspective on what it takes to scale an organization and earn global credibility. My Strategic Impact Snapshot: 1. Architecting Growth: Led organizational scale-up from 70 to 350+ employees, directly enabling a $40M jump in revenue through targeted workforce planning and operational excellence. Successfully executed a strategic pricing uplift, enabling the company to charge 2.5x higher billing rates for premium engineering engagements—backed by high-performing talent frameworks. 2. Global Governance & Compliance: Spearheaded the implementation and certification of global standards: ISO 27001, ISO 9001, and CMMI Level 3. These were non-negotiable foundations for building trust with international decision-makers. Expertly managed global visa processes, IP agreements, and complex labour law compliance for multi-locational and site-based workforces. 3. Performance & Culture Transformation: Designed and deployed OKR/KPI-driven performance architectures that seamlessly link employee outcomes to compensation and career progression, ensuring a high-accountability environment. Transformed HR into a core strategic partner, consistently recognized with awards like the 'Presidential Award' and 'Excellence in Leadership' for high-impact interventions. My journey confirms that whether you're mobilizing a thousand-person site workforce or scaling a high-value tech team, the strategic leadership in people and operations is what determines success. What strategic challenges are you currently seeing in blending operational governance with aggressive talent growth? Let's connect and share insights. #HRStrategy #OrganizationalDevelopment #GlobalCompliance #StrategicLeadership #BusinessPartnering #ScalingUp #HumanResources

𝗧𝗵𝗲 𝗡𝗲𝘄 𝗘𝗿𝗮 𝗼𝗳 𝗪𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴: 𝗜𝗻𝘁𝗿𝗼𝗱𝘂𝗰𝗶𝗻𝗴 𝘁𝗵𝗲 𝟲𝗕 𝗠𝗼𝗱𝗲𝗹 🚀 At AD Ports Group, we are pioneering the 6B approach — an integrated way of planning for capability, capacity, agility, and AI-driven productivity. Every year, organisations ask the same questions: 🔹 “How do we recruit X number of people next year?” 🔹 “How do we know we actually need this many FTEs?” 🔹 “How do we balance growth with efficiency-without restructuring or layoffs?” Traditional workforce planning answered these with headcount and hiring plans. But today’s world demands something far more dynamic. 𝗪𝗵𝘆? 𝗕𝗲𝗰𝗮𝘂𝘀𝗲 𝘄𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝗶𝘀 𝗻𝗼𝘁 𝗮𝗯𝗼𝘂𝘁 𝗻𝘂𝗺𝗯𝗲𝗿𝘀. 𝗜𝘁’𝘀 𝗮𝗯𝗼𝘂𝘁 𝗮𝘀𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻𝘀, 𝘀𝗰𝗲𝗻𝗮𝗿𝗶𝗼𝘀, 𝗮𝗻𝗱 𝗵𝗼𝘄 𝘁𝗮𝗹𝗲𝗻𝘁 𝗶𝘀 𝗱𝗲𝗽𝗹𝗼𝘆𝗲𝗱. For decades we relied on the classic 3B model — Build, Buy, Borrow. But with AI reshaping work, the model has evolved. With 6B planning, we don’t start with “How many people do we need?” We start with: ✔ 𝘞𝘩𝘢𝘵 𝘸𝘰𝘳𝘬 𝘪𝘴 𝘤𝘩𝘢𝘯𝘨𝘪𝘯𝘨? ✔ 𝘞𝘩𝘢𝘵 𝘤𝘢𝘱𝘢𝘣𝘪𝘭𝘪𝘵𝘪𝘦𝘴 𝘸𝘪𝘭𝘭 𝘮𝘢𝘵𝘵𝘦𝘳? ✔ 𝘞𝘩𝘢𝘵 𝘤𝘢𝘯 𝘣𝘦 𝘢𝘶𝘵𝘰𝘮𝘢𝘵𝘦𝘥? ✔ 𝘞𝘩𝘦𝘳𝘦 𝘴𝘩𝘰𝘶𝘭𝘥 𝘸𝘦 𝘪𝘯𝘷𝘦𝘴𝘵 𝘪𝘯 𝘰𝘶𝘳 𝘰𝘸𝘯 𝘱𝘦𝘰𝘱𝘭𝘦? ✔ 𝘏𝘰𝘸 𝘥𝘰 𝘸𝘦 𝘤𝘳𝘦𝘢𝘵𝘦 𝘮𝘰𝘣𝘪𝘭𝘪𝘵𝘺 𝘢𝘤𝘳𝘰𝘴𝘴 𝘵𝘩𝘦 𝘰𝘳𝘨𝘢𝘯𝘪𝘴𝘢𝘵𝘪𝘰𝘯? This is how workforce planning becomes a strategic differentiator—not an administrative exercise. At AD Ports Group, we are pioneering this 6B planning approach—combining org analytics, scenario modelling, AI insights, and capability forecasting to build a truly future-ready workforce. How the Talent Mix Is Evolving (Illustrative Example) When you apply 6B planning to a large organisation, something interesting happens:   1. Build: ~35% of next year’s workforce needs can be met by developing internal talent.   2. Buy: Only 20% requires hiring from the market.   3. Borrow: 10–12% can be filled via short-term, project-based or contingent workers.   4. Bind: 15% of roles need strategic retention or accelerated career pathways.   5. Bounce: ~8% of current roles shift, redesign, or redeploy due to changing demand.   6. Bot: 10–12% of activities can be automated or AI-augmented — reducing the need for additional FTEs. Together, this reshapes workforce strategy, cost, and capability 𝗧𝗵𝗶𝘀 𝗶𝘀 𝘄𝗵𝗮𝘁 𝗺𝗼𝗱𝗲𝗿𝗻 𝘄𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝗹𝗼𝗼𝗸𝘀 𝗹𝗶𝗸𝗲. 𝗡𝗼𝘁 𝗵𝗲𝗮𝗱𝗰𝗼𝘂𝗻𝘁. 𝗡𝗼𝘁 𝘀𝗽𝗿𝗲𝗮𝗱𝘀𝗵𝗲𝗲𝘁𝘀. But a dynamic, assumption-driven model that protects both people and performance.

Hiring talent is one way to increase workforce capacity. But better 'ways of working' can free trapped capacity. These 10 questions can help unlock hidden capacity: 1) Process Efficiency ↳ Where are teams spending time on work that can be eliminated, automated, or streamlined? 2) Meeting Culture ↳ Where are we spending time in lower-value meetings? How many are outcome-driven or necessary? 3) Decision-Making Bottlenecks ↳ Where do decisions frequently stall or require excessive approval layers? 4) Role Clarity & Duplication ↳ Where are there duplicative efforts across teams and the organization?  5) Technology & Tool Friction ↳ Which systems or tools are creating more friction than value? 6) Communication Gaps ↳ Where does communication break down and result in rework, delays, or confusion? 7) Legacy Policies & Approvals ↳ What policies, workflows, or approvals are still in place but may no longer serve a useful purpose? 8) Priority Alignment ↳ Are individuals and teams clear on the highest-value work—and are they allocating time to these areas? 9) AI & Work Redesign ↳ How might AI/digital tools be used to reassign or redesign parts of the work? 10) Leadership Practices ↳ How are leadership/ mgmt. practices unintentionally limiting team capacity? My cheat sheet includes the 10 examples. Use them as a starting point to identify opportunities. ❓When it comes to ways of working, where do you see the biggest opportunity to free up workforce capacity? Drop your thoughts below, and let me know if you want a copy of my PDF. ♻️ Repost to help others maximize workforce capacity 🔔 Follow Brian Heger for more resources #hr #humanresources

If adding a new country, acquisition, or 500 employees makes you nervous… You don’t have a scalable payroll model. You have a fragile one. And growth will expose it. Lack of scalability is the final, and often most expensive sign of an immature payroll. Because fragile payrolls can cope with stability. They struggle with change. 𝗡𝗲𝘄 𝗰𝗼𝘂𝗻𝘁𝗿𝘆? 𝘕𝘦𝘸 𝘸𝘰𝘳𝘬𝘢𝘳𝘰𝘶𝘯𝘥. 𝗡𝗲𝘄 𝗵𝗲𝗮𝗱𝗰𝗼𝘂𝗻𝘁? 𝘔𝘢𝘯𝘶𝘢𝘭 𝘦𝘧𝘧𝘰𝘳𝘵 𝘪𝘯𝘤𝘳𝘦𝘢𝘴𝘦𝘴. 𝗔𝗰𝗾𝘂𝗶𝘀𝗶𝘁𝗶𝗼𝗻? 𝘈𝘯𝘰𝘵𝘩𝘦𝘳 𝘱𝘢𝘳𝘢𝘭𝘭𝘦𝘭 𝘱𝘳𝘰𝘤𝘦𝘴𝘴 𝘣𝘰𝘭𝘵𝘦𝘥 𝘰𝘯. Instead of absorbing growth, payroll expands sideways. More spreadsheets, more vendors, more cycles, more risk. And suddenly payroll isn’t enabling growth. It’s slowing it down. This is where short-term decisions come home.   That local solution chosen five years ago. That temporary workaround that became permanent.   Individually manageable. Collectively unsustainable.   The cost shows up in predictable ways:   🔴 Delayed market entry 🔴 Expensive re-implementations 🔴 Inconsistent employee experience 🔴 Leadership questioning payroll’s readiness   𝗕𝘂𝘁 𝗵𝗲𝗿𝗲’𝘀 𝘁𝗵𝗲 𝘁𝗿𝘂𝘁𝗵   Scalability isn’t about having the biggest system. It’s about having the right operating model.   Mature payrolls design with tomorrow in mind, not just this or the next cycle.   They standardise what should be standardised. They localise what must be localised. And they architect for expansion before it arrives.   𝗧𝗵𝗶𝘀 𝗶𝘀 𝗵𝗼𝘄 𝗺𝗮𝘁𝘂𝗿𝗲 𝗽𝗮𝘆𝗿𝗼𝗹𝗹𝘀 𝗳𝗶𝘅 𝗶𝘁 ✅ Select technology that supports native scale ✅ Regularly review models against growth plans ✅ Establish a clear global payroll operating model ✅ Define processes with controlled local variation Because if growth breaks payroll, payroll was never future-ready. When scalability is built in, something shifts.   Expansion becomes operationally manageable. M&A becomes integration, not improvisation. And payroll moves from reactive to resilient.   That’s not transformational jargon. That’s payroll growing up.

Rethinking Workforce Planning: Beyond Build, Buy & Borrow For decades, the Build–Buy–Borrow model has been the cornerstone of workforce planning—and for many organizations, it’s still a solid starting point: ·      Build: Grow your own talent through training and development ·      Buy: Hire employees with ready-made skills ·      Borrow: Leverage contractors or outsourcing partners But the world of work has transformed. AI is reshaping tasks, new partnership models are emerging, and the talent ecosystem is broader than ever. Relying on only the traditional three B’s means you may be missing strategic opportunities. It’s not about discarding what works—it’s about expanding our thinking to match the reality of how work gets done today. Introducing the New 4 B’s of Modern Capability Planning 1. Bridge Instead of filling every skills gap immediately, use temporary solutions—like job rotations, project-based assignments, or extended contractor engagements—to buy time and make more informed long-term decisions. 2. Bot Up to 41% of the average worker’s time goes to low-value tasks. Before posting a new role, ask: Should we automate this instead? Sometimes the smartest “hire” is no hire at all. 3. Blend Design roles that combine human expertise with digital enablement. Think AI-supported customer service reps, analysts using intelligent dashboards, or HR teams leveraging automation to focus on high-value, human-centric work. 4. Boost Instead of adding headcount, increase capacity by tapping into underutilized talent pools. This includes: ·      Adjacent or transferable skills already in your workforce ·      Hidden or underrepresented talent: caregivers, veterans, the formerly incarcerated, people without degrees, people with disabilities, and more The future of workforce planning isn’t about choosing between Build, Buy, or Borrow—it’s about asking better questions and leveraging a broader spectrum of possibilities. Action Step During your next workforce planning discussion, challenge yourself (and your team) to identify at least one opportunity to Bridge, Bot, Blend, or Boost before defaulting to a new “Buy.” You can dive deeper into these ideas in our blog: https://lnkd.in/ea5vMQ5v Here’s an insightful new article from Deloitte that dives deeper into this shift: https://lnkd.in/etsdz3hw #WorkforcePlanning #FutureofWork #TalentAcquisition #HRStrategy #DEI  

Integrating manpower planning with analytics and performance to Protect Margins and Strengthen the P&L Effective manpower sourcing is no longer about filling headcount, it’s about architecting a flexible, data driven workforce model that aligns with operational demand and financial performance. Here are five practical levers organizations can use to optimize manpower sourcing: 1. Workforce Mix Strategy - A resilient workforce blends: • Permanent staff for operational stability and institutional knowledge • Contractual resources for scalability and cost control • On-requirement manpower for surge capacity and special projects 2. Productivity-Driven Deployment (vs. Fixed Cadre) - Shift from static headcount planning to analytics-led deployment: • Use past performance data and future trend analysis (week start/end patterns, seasonal cycles, peak/off-peak loads) • Build productivity matrices for core functions such as sorting, packing, and outbound operations • Introduce piece-rate incentives to directly link output with rewards and drive higher efficiency 3. Multi-Skilled, Non-Dedicated Roles For contractual and outsourced cadres, cross-functional role design improves utilization. Combined responsibilities reduce idle time, increase agility, and support lean operations. 4. Cross-Functional Internal Sourcing Leverage manpower across departments and group logistics networks, especially in organizations with multiple warehouses and diverse operations, to balance load and share skilled resources. 5. Expanding Sourcing Channels Move beyond traditional manpower agencies by building alternative pipelines: • Employee referral programs • Partnerships with training institutes • Internship and apprenticeship pathways Cost & Financial Impact From a cost optimization and financial governance perspective, these manpower models directly strengthen the P&L by converting fixed labor costs into a more variable, demand aligned structure. A flexible workforce mix, productivity-linked deployment, and diversified sourcing channels reduce idle capacity, improve output per labor hour, and control cost escalation, a critical factor in logistics operations where manpower is a major expense driver. When manpower planning is integrated with analytics and performance metrics, organizations gain tighter budget control, higher forecast accuracy, and sustainable margin protection. Ultimately, disciplined manpower sourcing is not just an HR initiative; it is a strategic lever for achieving budget targets and enhancing overall financial performance. #WorkforceStrategy #ManpowerPlanning #OperationalExcellence #CostOptimization #BusinessAnalytics #SupplyChainLeadership #PLManagement #Nicholasjinoth