LT
ProjectSUPPLY-26Demo

Regional Supply Chain Programme

Consolidation of Vietnamese supplier relationships into a single managed sourcing programme.

Critical37

Project health

MNDO
Owner
Daniel Osei
Target
20 Sept 2026 · in 12 days
Budget
AU$176K of AU$310K
Progress
1/3 milestones
Assigned
2 people

Where this actually stands

Five measures from different evidence. Closing tasks is not the same as being ready.

Project Truth

Execution progress

56%

3 of 6 tasks complete, weighted by estimated effort

High confidence

Deliverable readiness

17%

0 of 2 deliverables accepted; the rest measured on acceptance criteria met

Low confidence

Launch readiness

38%

2 of 6 readiness gates cleared under the partnership / business profile, with 0 of 2 launch-blocking deliverables accepted

High confidence

Outcome readiness

9%

1 of 1 outcome has linked deliverables; 0 assessed on track

Low confidence

Commercial readiness

13%

0 opportunities, 0 approved packs, 0 live deals

High confidence · not known: Any intellectual property position

Readiness gate preventing delivery
Commercial termsCommercial terms is in progress and has no deliverable linked, so nothing is currently producing the evidence it needs. Daniel Osei owns it.
What execution history shows
Only 1 completion in the last 28 days. That is below the 3 needed to state a rate, so no throughput figure is given.
Project

37

Delivery health

Deliverable readiness, Outcome confidence

IP

0

Asset readiness

None identified

Experience

0

EVENT5D readiness

No draft yet

Commercial

13

Route to market

Deliverable readiness 17

Revenue

AU$0

Committed

AU$0 in pipeline

Needs intervention

Project Doctor · computed
  1. 1

    Execute or renegotiate the supplier master agreement

    Why
    Raised 6 days ago by Daniel Osei.
    Impact
    Each day this waits is a day added to the delivery date, because the work behind it cannot start in parallel.

    Do Review the prepared recommendation and decide. 2 items restart once it is made.

    Due 9 SeptAnthony Bui
  2. 2

    Supplier master agreement — owner approval has been blocked for 10 days

    Why
    Blocked since 29 Aug. On the critical path, so nothing behind it can start. Waiting on an approval.
    Impact
    Every day blocked is a day added to the delivery date. Likely 10–12 days of delay.

    Do Get the approval, or remove the approval requirement if it is not warranted

    This week — every day compoundsDaniel Osei
  3. 3

    Acceptance window is tight on 2 launch-blocking deliverables

    Why
    5 acceptance criteria are still unmet across launch-blocking deliverables. The earliest is already 6 days past its date.
    Impact
    Deliverables get accepted under time pressure, or the launch moves. Likely 5–9 days of delay.

    Do Review acceptance criteria and drop any that are not genuinely required for launch

    This week — every day compoundsDaniel Osei
  4. 4

    Daniel Osei holds 2 of 2 critical-path items

    Why
    100% of the remaining critical path sits with one person. 3 items are open across the project.
    Impact
    If that person is unavailable, the critical path stops entirely. There is no parallel route.

    Do Move at least one critical-path item to another owner

    This weekDaniel Osei

Health breakdown

37
Critical path46
Blocked work48
Decision latency52
Deliverable readiness1
Launch readiness38
Outcome confidence5
Resource concentration20
Approval latency74
Budget variance100

1 of 2 critical-path items are blocked · 1 blocked, the longest for 10 days — 10.1 days lost to blocking in the last 28 · 1 decision waiting, the oldest for 6 days · 17% of outputs ready at 88% of elapsed time · Commercial terms gate is not cleared, with 8 open blockers in total · 9% outcome readiness at 88% of elapsed time · One person holds 100% of open critical-path work · 1 awaiting approval · 64% of budget committed at 88% of the schedule

Milestones

Timeline
  1. Supplier audit complete9 Aug
  2. Master agreement executed2 Sept · 6 days overdue

    Awaiting owner approval.

  3. Transition complete20 Sept · in 12 days

Budget

Planned
AU$310K
Committed
AU$198K
Spent
AU$176K

57% spent · AU$134K remaining

Work

All tasks
Complete
3/6
50% of tracked work
In progress
1
Blocked
1
Overdue
1

Risk register (1)

  • Transition window closes before agreement executes

    schedule · high likelihood, high impact

Team

  • MN

    Mai Nguyen

    Head of Operations

    1 open
  • DO

    Daniel Osei

    Programme Manager

    2 open

Success criteria

  • 12% landed cost reduction
  • 100% supplier compliance coverage

Objective

Reduce landed cost by 12% while improving supplier compliance coverage to 100%.

Command

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