18 years in industrial supply chain. 3 weeks to read yours on 40 points.
5 conversations, a written report, and what to fix first. Without touching your systems.
How we can work together
Diagnostic
40 points, the whole operation. 5 conversations, and you know where you stand and what the gaps are worth.
Project
One flow taken apart. We find why it fails, write how it should run, and make sure the new way holds before I leave.
Most people start with the diagnostic. If you already know exactly what is broken, go straight to a project.
You may recognise this too
Your suppliers complain about your forecast, and they are not entirely wrong
Nobody can tell you what the stock that has not moved in a year is worth
The same problem comes back two quarters after it was fixed
Everyone knows their segment. Nobody sees the whole.
The picture exists — in pieces, in different heads. Laying it side by side is a job in itself, and it never reaches the top of anyone’s list.
JULIEN NAVID18 years running industrial supply chains. Now I improve the one you already have.
15 years in the aviation industry, 3 in electronics, 12 of them abroad — Asia and Canada. Two ways to use that: a complete view of where you stand, or one flow taken apart and made to work.
My background
Who this is for
Industrial companies of 50 to 500 million in revenue, with their own supply chain and no group function above them telling them how to run it.
Usually a plant or operations director who knows something is not right, and never had time to look at the whole of it.
Who it is not for
If you already run a maturity framework with a continuous improvement team, I will not tell you anything new.
If you want someone to execute the plan afterwards, that is not what I do.
The Operating Standard Index
10 domains, 4 cross-cutting axes, 40 observation points. Every point is rated on the same 5 tiers — Ad hoc, Written, Applied, Measured, Self-correcting.
Select any point to see what it covers — all 40 are clickable. One is opened in full, with its 5 descriptors.
standard
and decision
management
ownership
What is in place, and what it produces
The tiers measure what your organisation has put in place, not the result you get. A company can have a written, applied, measured standard and still miss its dates — another hits every date with nothing written down.
So every point carries a second reading, scored on what I observe, not what you measure.
Self-correcting
Paper Standard
The standard exists and is not producing. Usually a measure that nobody acts on.
Self-sustaining
It holds on its own. Leave it alone and spend your effort elsewhere.
Written
Applied
Groundwork
Nothing written, nothing working. Rare, and it tells you where to start.
Held Together
It works, and nobody can explain why. The result is real — it rests on a few people, not on the system.
Most points in most companies land bottom right. Not a criticism — your results are real and your people are good. Worth knowing which ones, because those move when someone leaves.
Diagnostic
A complete view of your supply chain, built from 5 conversations: where you stand on 40 points, what the gaps are worth, and what to do first. Nothing changes during these 3 weeks — that comes after.
Everything runs remotely. 5 hours of your team's time — no visit, no data extract.
How it runs
A first conversation — 30 minutes, no charge, and I say if I am not the right fit.
25 conversations of 1 hour — planning, purchasing, logistics, production, and you.
3Scoring — 40 points, two readings each; where the two disagree is the useful part.
4Read-out, 2 hours — 3 findings, the money attached, the first 90 days. We spend most of it arguing.
5A call 2 weeks later, once you have shown it to people. No charge.
What you get
A written report — short enough to be read, detailed enough to act on
Your position on 40 points, domain by domain
3 findings, each with a figure and the assumptions behind it
A 90-day sequence, a named owner per action
What it costs you
5 hours of your team's time, spread over 3 weeks
No IT involvement
No data extract to prepare
No visit to host
Project
A flow that does not work — too slow, too manual, or breaking the same way every quarter. We find why, fix how it should run, and make sure the new way holds before I leave.
It assumes you already know which flow. If you are not sure, start with a diagnostic.
When this is the right thing
A flow that takes longer than anyone can explain
A problem that comes back after every fix
A standard that exists on paper and is not followed
Information that has to be rebuilt by hand before anyone can decide
How it runs
Who it is for — I interview the people who receive the output. The gap between what they need and what they get is the brief.
2Scoping — a structured map of the process, bounded by what the receiving side just said.
3How it really runs — your team measures the flow for a week and maps it with me. A map they draw is theirs, which is why the standard survives.
4Why — where the time goes, where information stops, root cause on the 2 or 3 heaviest.
5How it should run — the target flow, and the wording of the standard your team will work from.
6Making it stick — written, applied, then measured. The measure has to produce an action.
How we know it worked
The receiving side says something changed — same interviews as week 1. The process moves to written, applied, measured. The target position is in the contract.
Two ways in
After a diagnostic, the process is named and the money counted — we start at step 2.
If you already know your problem, a half-day scoping at €1,200, deducted from the project if it goes ahead.
What I do not do
I do not execute
I do not run your team
I do not sit in your internal meetings
Your named owners carry the actions
Julien Navid
18 years in procurement operations and supply chain — 15 in the aviation industry, 3 in electronics. 12 of them abroad: Asia and Canada.
operation
I have led up to 60 people across 3 sites, 3 managers reporting to me, a €5M budget, 11 production groups on 2 shifts.
In aviation I carried 2,000+ part numbers from 30+ suppliers, 55,000 order lines a year, €4M of stock a month. Automated ordering to 94%, late published orders from 33% to 9%, missing parts down 65% in a year.
In Canada I was accountable for $400M of raw material and 7,000 parts through a supply transformation, leading a team of 10. I deployed 17 software robots: 3,000 hours released the first year, payback under 2 months.
goes wrong
I ran a 4-month recovery on a failing operation in another division, reporting weekly to its CEO until it was stable. I diagnosed ordering and logistics; the recovery plan came out of that diagnosis.
right questions
As a Lean expert I ran 19 workshops, coached senior leaders, and built the Senior VP of Procurement Operations' control room. I interviewed every plant manager in the group for a Voice of Customer exercise.
That is where the framework comes from. I have been diagnosing operations by conversation for 14 years — the 40 points are what I learned to ask.
and Asia
I led an organisational efficiency project sponsored by a Programme Senior VP: 6 working groups on how information moves between functions. One outcome — a cross-functional certification cycle from over 12 months to 9.
Before that, 7 years in Singapore, China, Hong Kong and Japan — Lean supplier development across 9 plants, 300 people trained at 60 suppliers, defect rates down 70%.
work
I run this practice alongside a full-time operations role. That is deliberate, and it shapes the offer: remote, fixed format, fixed end date, and few engagements a year.
It also means I am still doing the work, not remembering it. My questions come from problems I am handling this month, not a job I left five years ago.