Welcome. Quick orientation so you're not guessing. What this is The Logistics Leaders Network is for people who run operations — warehousing, transport, fulfilment, manufacturing, supply chain. Team Leader through to Director. The kind of problems that don't have a clean answer in a textbook: the supervisor who's brilliant on shift and impossible in a meeting, the cost target that arrived without the headcount to hit it, the promotion you keep not getting and nobody will tell you why. It's not a leadership content feed. There are plenty of those and most of them are written by people who've never done a peak season. What to do in your first 20 minutes 1. Introduce yourself (3 mins) — there's a template in the comments below. Takes a minute and it's how people find the others doing their job. 2. Post one thing you're actually dealing with (5 mins) — not a polished question. The real one. "I've got two supervisors who won't speak to each other and it's affecting the shift handover" is a better post than "what are people's thoughts on team dynamics". 3. Answer someone else's (5 mins) — scroll down, find one where you've been there, say what you did. That's the whole thing. Twenty-five years in this industry and I've learned more from someone describing what went wrong than from any framework. 4. Read this post properly (2 mins) — you're doing that now. What's coming I'm building a proper resource library over the next couple of months — KPI packs with real benchmarks, a cost-to-serve model you can put your own numbers into, scripts for the conversations we all put off, a First 90 Days playbook. Then monthly live Ops Clinics where you bring a real problem and we work through it on a call. I've sent round a short survey asking what to build first. If you haven't done it, do — I'm genuinely building to the answers, not to my own assumptions. https://forms.gle/sqyZcGkCW3y8xV3m8 How to get value out of this Post the awkward stuff. This is a room full of people who've had the same week you've had. The ones who get the most out of it are the ones who ask the question they're slightly embarrassed to ask.

Everyone reading this has someone in mind. The one whose performance you've been tolerating, whose lateness you've stopped mentioning, whose attitude you work around. Here's what it's actually costing. The rest of the team knows. They've noticed you're not dealing with it, and they've drawn the obvious conclusion about what the standard really is. Your good people are the ones who mind most — and they're the ones with options. Acas reckon informal resolution costs about a tenth of formal process. But the real number is what tolerating it does to everyone else's standard. The conversation is twenty uncomfortable minutes. Not having it is a slow, invisible tax on the whole shift. What's the longest you've left one of these — and what finally made you have it?

Pull up your weekly report. Count how many of the numbers tell you what already happened — OTIF, cost per unit, accidents, output against plan. Now count how many warn you something's coming. For most sites it's ten to nothing. Which is why every week feels reactive: you're steering by the rear-view mirror and then wondering why you keep getting surprised. Leading indicators in a warehouse aren't complicated. Inventory record accuracy tells you about service failures three weeks before they happen. Agency ratio tells you about quality and safety before either moves. Near misses tell you about accidents. Replen timeliness tells you about pick rate. None of those are hard to measure. They're just not the ones anyone asks you for. What's one number that would have warned you about your worst week this year?

We're doing this properly. Once a month, three of you bring one real problem each — a live shift issue, a people problem, whatever's actually stuck — and we spend an hour working through the three of them together. Not a webinar. Not me talking for forty minutes. Everyone in the room is expected to contribute, and most of the value is watching someone else's problem get taken apart by people who've had it themselves. First one: Thursday 24 September, 7pm — then the fourth Thursday of every month after that. 👉 Join here: https://us06web.zoom.us/j/88070321989?pwd=NWeadojNL6mOAf0ybMy9X3w9etoe5T.1 Want one of the three problem slots? Comment below or drop me a message — first come. If they're gone by the time you see this, come anyway. Watching is most of the value, and it's how you work out what you'd bring next month. What stays in the room stays in the room — no names, nothing screenshotted, nothing repeated outside the call. A short anonymised write-up goes out to everyone afterwards, whether you made it on or not. Who's got something they'd bring?

If you've been told you're not ready for the next role and nobody could tell you what specifically would make you ready, you haven't had feedback. You've had a decision dressed up as one. Go back and ask three questions. What specifically would you need to see from me? How would you measure it? And if I did that, would you back me next time? A manager who can answer all three is worth staying for. One who can't either doesn't rate you and won't say so, or hasn't thought about it — and both of those are useful things to know. Vagueness is rarely kindness. It's usually just avoidance. Have you ever asked those three questions? What happened?