Organize weekly meetings with your team to discuss what went well and what went wrong during the execution of the different plans. Address critical issues and possible solutions.

Go frequently to the shop floor and give the opportunity to people to indicate their main problems and concerns.

Implement and visualize a KPI dashboard to track operational performance vs target, use it to learn from the past and to focus your team on achieving the targets in the future.

Create a Daily Control System together with your team to follow up on the operational processes and remaining workload, using clear workflows, assigning clear accountabilities and measurable PPIs (process performance indicators). It helps to monitor whether the process is under control and anticipate situations where targets will not be reached. Keep the daily control system focused on the operational process checks and ensure they are aligned with the KPIs in the dashboard.

Identify which activities, KPIs and PPIs are influenced by other functions (e.g. Commerce, Purchasing). Monitor this interaction (e.g. forecast accuracy, supplier OTIF) and discuss this regularly with the other functions to identify potential improvements.

Create a roadmap/masterplan for each department of the Logistics team to follow the main projects on a monthly basis. Ensure the roadmap contains clear milestones and deadlines.