Your supplier makes you late. Your OEM scorecard takes the hit.
The operating model for managing critical inbound shipments as cases — not emergencies to chase.
- A working definition of when a shipment is truly critical — so teams stop over- and under-reacting.
- The case model you can apply to your next expedite this week — owner, decision, approval, cost, root cause, closure.
- The last-ten test: a two-minute diagnosis of whether you're running on control or heroics.
Read by supply chain & logistics teams at automotive and manufacturing suppliers
When an inbound part goes critical, the work scatters — and the accountability lands on you.
It looks normal until it isn't
A late part looks like a routine delay — until the buffer is thinner than expected and a build moves forward. By the time it's clearly critical, the cheap options are gone.
The chase eats the day
Email, calls, carrier portals, a spreadsheet, a side thread. Everyone works hard, the part might move — but no one owns the response and nothing gets recorded.
The cost shows up later
The premium-freight invoice and the scorecard ding arrive weeks after the context is gone. The same failure returns next quarter in a slightly different form.
“My supplier makes us late, but it's our scorecard that takes the hit.”
The model in this whitepaper cut DBW's supply-chain costs by 18%.
“Orkestra improved our logistics from the ‘Stone-Age’ — full visibility from our factories in Europe and Mexico all the way to our final customers in North America.”
The operating model DBW used is laid out in the whitepaper — the case definition, the response object, and the last-ten test you can run on your own lanes this week.
Figures published by DBW following its Orkestra engagement. Specific to DBW; not a projection for other companies.
Pressure-test it on one of your own lanes.
Bring your last ten critical inbound shipments to a working session, and we'll map how urgent parts get owned, approved, and closed at your plants today — and where control can be proven quickly.