Even strong supply chains can hide costly gaps. An assessment reveals misalignments you can’t see from the inside—so your team can stop reacting and start improving.

If you've been in manufacturing long enough, you probably remember when we didn’t call it “supply chain.” We called it purchasing. The focus was on finding the right suppliers, placing orders, keeping track of lead times, and making sure parts or materials showed up when they were supposed to. It was mostly transactional—and that was enough. Until it wasn’t.

Over time, it got complicated. Products became more customized. Customer expectations changed. Global sourcing introduced new risks. And suddenly, those transactional systems we relied on started falling short. 

That’s when the shift happened—from purchasing, to procurement, to supply chain. And today, supply chain isn’t just a function, it’s a strategic pillar that drives more of your business success than you might realize. (Sharing a brief article with a historical perspective to reframe how modern SCM came about: "Supply Chain Management: How it has Evolved over Time" — opens in a new window.)

Meanwhile, many manufacturers are navigating today’s challenges with systems and processes that were built for a simpler time. While the tools and job titles have evolved, the underlying ways of thinking often reflect an earlier, more transactional approach. That’s where assessing your supply chain can provide real value—helping you align today’s complexity with tomorrow’s opportunity.

To conduct a thorough evaluation of your supply chain, bring together leadership from across functions—sales, operations, finance, engineering, and more to get different perspectives. In my experience, the most powerful insights don’t come from reports or metrics—they come from what people learn from each other in the room. I often hear leaders say things like, "I didn’t realize my decisions impacted your area in that way." Those moments of recognition are where real alignment begins. That shared understanding is often the real breakthrough.

Supply Chain Challenges We See Again and Again

If any of these sound familiar, you’re not alone:

• There’s no clear supply chain strategy—just tactical firefighting
• ERP systems are underutilized or used inconsistently
• The backlog and lead times are growing but you are not sure why
• Inventory feels like a guessing game, not a design choice

These are common, but they’re also solvable. And the first step is getting a clear view of what’s happening and why.

The Value of Cross-Functional Perspective in Identifying Gaps

Here’s something else we hear: “We thought we were in good shape until [insert the disruption of the day].”

When demand shifts or a key supplier falls through, companies scramble. Not because they don’t have smart people—but because their organizations, processes, tools, and data weren’t designed to look beyond the short term execution window, and because different teams have different metrics and goals. It’s common for manufacturers to equate supply chain with procurement alone. But in reality, it touches planning, manufacturing,  inventory, logistics, and even customer experience.

One MAGNET client realized that they were holding excess inventory not because demand was unpredictable, but because their planning and procurement teams were using different assumptions. The systems were in place—but the inputs weren’t aligned.

Bringing multiple functions to the table gives clarity on where processes are working, where they’re not, and why. When everyone’s involved in the discussion, you’ll uncover some weaknesses, but you’ll also find opportunities to leverage your strengths. When we help companies analyze their supply chain, we guide cross-functional teams through a structured conversation that evaluates maturity across ten core areas—from S&OP and procurement to logistics, performance, and risk management. Everyone sees the same framework, listens to the questions and answers, and sees the scoring logic. And through that process, alignment begins to build.

When teams work in silos, problems feel isolated. But once you begin to see the connections, the solutions get clearer—and more manageable.

Making Progress Without Overwhelming the Team

One of the biggest misconceptions is that fixing supply chain issues means starting over. That’s not true.

Many companies already have the right people. What’s missing is real strategy and clarity on roles, on ownership, and on where the real risks lie. For example, we recently helped a client recognize that they didn’t need more forecasting tools—they needed a better internal cadence for reviewing and refining assumptions. It wasn’t a tech fix; it was a leadership discipline issue.

By focusing on what matters most, teams walk away with both quick wins and longer-term priorities.

Questions to Ask Yourself About Your Supply Chain

Here are a few signals that a team evaluation of your supply chain could be valuable:

• Are we making strategic decisions—or just reacting to what’s urgent?
• Is supply chain only Procurement in my company?  
• Do different departments define success the same way?
• When the company leadership meets, how often do we discuss anything beyond the current fiscal year?  
• Do we have a clear roadmap for where we want the supply chain to be a year from now?

If these questions give you pause, you’re not behind. You’re ready for a cross-functional conversation to reveal what’s working, what’s not, and what’s possible.

Gain Clarity into Your Supply Chain

The path forward doesn’t have to mean massive disruption—it starts with clarity. Think of what you and your team can accomplish when you have a shared understanding of where you stand, where the real bottlenecks are, and how to move forward strategically and make intentional progress. 

“We had never evaluated our Supply Chain as a whole. We didn’t know where to begin,” explained a client of ours. After we guided her team through the process, she summed up the experience this way: “The assessment was eye opening. We have implemented a few of the recommendations and plan to roll others out next year. I had no idea our Supply Chain was so disorganized and vulnerable. We are a stronger company after working with MAGNET. We are giving our Supply Chain the attention it deserves.”

In a world where complexity is only increasing, the companies that thrive will be the ones that see clearly—and act decisively.

Bass Khoury is the Director of Operations Excellence at MAGNET. He brings over 20 years of experience leading lean transformations and continuous improvement initiatives. 

Not Sure Where to Start? Let MAGNET Help.

If conducting your own supply chain evaluation seems daunting, we’re here to help. You can get a thorough, streamlined evaluation with MAGNET’s Supply Chain Resiliency Assessment. A MAGNET facilitator will take your team through a guided assessment on ten core functional areas. You’ll get a detailed report, a visual snapshot of your supply chain health, and a roadmap to become more proactive, resilient, and efficient.

Laurie Hull, Vice President of Benko Products, described her experience this way:

“Every company should have a Supply Chain Resiliency Assessment every few years. I had no idea our Supply Chain was so disorganized and vulnerable. We are a stronger company after working with MAGNET. We are giving our Supply Chain the attention it deserves.”

For a limited time, we’re offering MAGNET’s Supply Chain Resiliency Assessment for just $500 (valued at $2,000) for Northeast Ohio manufacturers who qualify. It’s a low-cost, high-impact opportunity to bring your leadership team together and focus on what matters most.

Ready to uncover the gaps you can’t see? Schedule your assessment now.