Capabilities directory
Find your team’s next superpower.
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111 capabilities, showing 97 to 111
Supplier issue notice
When a supplier bills for more than was ordered or received, or falls short of an agreed delivery or quality target, the buyer gets a formal notice ready for approval: each problem set against the record, the evidence listed, what the supplier must do and the date to reply by. A person approves and sends it.
Supplier performance scorecard
Once a quarter, the buyer or operations lead scores each key supplier from the business's own order and receiving exports: on-time delivery, fill rate, defects and returns, price against agreed terms and order confirmations, with the trend, the evidence behind every score and the points to raise. A person decides.
Supplier quality response check
A quality or purchasing person who has raised a defect with a supplier gets the supplier's reply set against the finding: what is answered, what is not, the evidence still to ask for, the actions proposed and what has yet to be verified. The person decides whether the answer is accepted.
Supplier risk alert brief
When something happens to a supplier you depend on, the buyer gets a dated brief the same day: what happened and who reported it when, what you buy from them, how many days of stock you hold against how long another source would take, how exposed you are, and actions with owners and dates.
Supplier spend analysis
From one accounts-payable export, the finance or operations lead sees where the money goes: spend cleaned and grouped by category and supplier, the few suppliers that take most of it, the tail, needs bought from several suppliers and consolidation opportunities, each with its figures. A person decides what to act on.
Temporary change register
For a site or operations manager with temporary changes to equipment, layout or process still in place: a register of every change with its expiry date, the checks still outstanding and the procedures and training it touches, ready for the competent person who decides what happens next.
Thirteen-week cash flow forecast
The owner sees cash week by week for the next thirteen weeks: what comes in, what goes out, the lowest point and every week below the floor they set, with each assumption written on the page. The forecast informs the decision; the owner makes it, and nothing is paid or moved.
Training needs analysis
For one team, the HR lead or team manager gets what each role must be able to do, how many people can do it now, where the team falls short, and the training to arrange first, with who arranges it and by when. Counted by role, never a rating of a named person.
Unshipped order review
The fulfilment or customer-service lead gets one aged list of the orders not yet sent, whole or in part: how old each is, what is holding it, who owns the next step, and which orders have none. Nothing is released, moved or sent.
Vendor quote comparison
Before anyone signs, the person choosing a vendor gets one sheet: the criteria agreed first, every quote costed the same way, and each vendor eliminated with its reason, on hold with the question that settles it, or shortlisted with its trade-offs. A person chooses; contract terms go to your reviewer.
Vendor renewal review
Before a supplier's notice date, the operations lead takes one page to the decision: the dates counted from the ones you supply, how much of what you pay for is used, what it has cost and what renewal would cost, how the supplier has performed, and the questions to ask. Nothing is sent or cancelled.
Win-loss review
Once a quarter your sales lead sees, from the deals you closed, where the losses ended, which kinds of deal you win and lose, what the largest deals show, and which findings rest on enough deals to act on. Actions are proposed in proportion to the evidence, and nothing in your sales system is changed.
Workflow fit check: is this piece of work ready for AI?
Before you build anything, run one piece of work through six checks and get a straight answer on one short page: build it, build one part, do something simpler first, not yet, or leave it with your people. The owner decides what gets built first, with the reasons in front of them.
Workplace risk assessment
For one task or workplace, the site or operations manager gets each hazard, who could be harmed, the controls already in place, a likelihood-and-severity rating before and after, and further controls with an owner and a date, ready for a competent person to review and sign.
Write an SOP from how the work is done
Turn a walkthrough of how one piece of work is really done into a written procedure anyone on the team can follow: who does each step, how they know it is done, what to do when it goes wrong and when to stop and ask. The owner approves it before anyone relies on it.