The supplier's bankruptcy notice arrived on a Tuesday morning. By Wednesday, the nutrition manufacturer's entire Southeast Asian production line faced a six-week shutdown. Their next planning cycle? Three weeks away. In those 21 days, they'd hemorrhage $4 million in lost sales.
Your CFO storms into Monday's executive meeting with three different revenue forecasts. Sales projects 15% growth, Supply Chain warns of capacity constraints, and Finance shows a cash flow crisis by Q3. Each department plays their own tune, yet nobody can explain why the numbers don't align.
