Operational Turnaround and Supply Chain Execution When Performance Matters
We take ownership of underperforming or complex operations to stabilize execution, restore accountability, and deliver measurable results.
We step into operations where results are slipping, leadership gaps exist, or growth has outpaced structure.
The focus is immediate: understand how the operation is actually running, identify breakdowns, and implement practical solutions that restore stability.
When needed, we provide interim leadership to maintain control and continuity during critical transitions.
Execution breaks down for predictable reasons. We fix them.
The Problems We Step Into and Solve
We engage when operations are under pressure, leadership gaps exist, or growth is creating strain the business is not structured to absorb.
What We Do
Interim Leadership Coverage
When a key operations leader leaves, performance drifts quickly. We step in immediately to provide experienced leadership, stabilize execution, and maintain control during transition. This is not placeholder leadership. The expectation is to assess, stabilize, and leave the operation stronger than we found it.
Typical situations include:
Sudden or planned leadership vacancy
Underperforming site leadership requiring immediate support
Transition periods during restructuring, integration, or turnaround
Lack of internal bench strength for critical roles
What we focus on immediately:
Establishing daily operating cadence and clear performance expectations
Restoring accountability across shifts, teams, and leadership layers
Stabilizing service, safety, and productivity
Beyond stabilization, we also:
Assess leadership capability and organizational structure
Support hiring decisions, including interviewing and selection of key roles
Identify gaps in talent, structure, and ownership
Provide direct feedback to ownership and leadership on team effectiveness
We also assess team capability, support leadership selection, and ensure the right structure is in place before transition is complete.
“In many cases, leadership changes are recommended as part of stabilization.”
Performance Gaps and Operational Breakdown
When performance is inconsistent, costs are rising, or service levels are slipping, the issue is rarely one thing. Most operations are dealing with a combination of process breakdowns, weak execution discipline, and gaps in leadership ownership. We step in to identify where performance is actually breaking down and correct it at the source.
Common challenges include:
Missed service levels and inconsistent daily execution
Labor inefficiency, poor productivity, and uncontrolled overtime
Inventory inaccuracies, shrink, and lack of visibility
Disconnect between leadership expectations and front-line execution
Lack of clear ownership across functions and shifts
How we approach it:
Assess how the operation is truly running versus how it is supposed to run
Identify breakdowns in process, structure, and leadership accountability
Establish clear operating cadence, KPIs, and performance standards
Align leadership and front-line teams to defined ownership and expectations
What changes as a result:
Improved service reliability and execution consistency
Better labor performance and cost control
Increased visibility and control across the operation
Leadership teams that understand and own results
“In most cases, the root cause is not visible in reporting. It shows up in how the operation is actually being run.”
Growth Complexity and Scale Readiness
As businesses grow, complexity increases faster than the structure required to support it. What worked at one level of volume, geography, or customer demand begins to break under scale. We work with leadership teams to regain control, align the operation, and build the structure required to support continued growth.
Where we typically engage:
Rapid growth creating instability in operations and service
Expansion into new markets, facilities, or distribution networks
Multi-site environments lacking consistent standards and execution
Misalignment between planning, procurement, and operational execution
Vendor, supplier, or 3PL performance not keeping pace with growth
What we focus on:
Designing scalable operating models and clear process structure
Aligning supply chain, operations, and leadership priorities
Establishing consistent standards across sites and teams
Improving vendor and partner accountability and performance
What this enables:
Controlled, predictable growth without operational disruption
Consistent execution across locations and teams
Stronger alignment across the supply chain and leadership structure
An operation that can scale without constant intervention
“What leadership actually wants and needs; control, accountability, and predictability.”
“When execution breaks down, it’s rarely one issue. It’s structure, leadership, and accountability. That’s where we step in.”
Why Schrader Advisory GroupLed by Experience. Supported by Capability.
Schrader Advisory Group is built on senior operating experience at scale, not consulting theory. We engage directly with leadership teams to stabilize operations, improve execution, and drive measurable results in complex environments.
When additional capability is required, we bring the right resources to support the work, without adding layers, overhead, or unnecessary complexity. The focus remains on execution, not unnecessary structure.
Former Coca-Cola and Sysco executive
Led multi-state distribution and supply chain operations at scale
Proven track record stabilizing underperforming and off track operations
Deep background in logistics, warehousing, and network execution
Track record of improving service, cost, and operational discipline
“We are brought in when execution matters, expectations are high, and results are required.”
Experience That Shows Up on Day One
Bringing Structure, Accountability, and Execution Back to the Operation
We step into operations with a clear objective: restore control, establish accountability, and drive consistent execution. The approach is grounded in daily operating discipline, clear ownership, and leadership presence on the floor.
We focus on how the operation is actually running, not how it is supposed to run.
In the first phase, we assess performance at the ground level, identifying where execution is breaking down across people, process, and structure.
From there, we implement a structured operating cadence that aligns leadership, reinforces expectations, and drives measurable improvement.
What This Looks Like in Practice
Establishing daily and weekly operating cadence
Clarifying ownership and accountability at every level
Aligning leadership around consistent expectations
Driving visibility into performance through simple, actionable metrics
Developing front line leaders who can execute and teach
Reinforcing standards through presence, not reporting
“Execution improves when leadership is visible, expectations are clear, and accountability is consistent. That is where we focus.”
Operational Outcomes