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

Project Truth

What is actually happening, computed from the project record. Activity and readiness are measured separately, because they are not the same thing.

Computed

Project health

37 / 100

At 88% of elapsed time

High confidence · not known: Deadline pressure cannot be assessed

Blockers: 8
Decisions waiting: 1
Budget variance: -24.1
Critical dependencies: 1

Last material change

Nothing has been recorded against this project yet.

Next critical action

Execute or renegotiate the supplier master agreement

Each day this waits is a day added to the delivery date, because the work behind it cannot start in parallel.

Go there

Where this came from

Calculated today · 88% of sources current

Tasks2 days old6 tasks, last changed 2 days ago.
Decisions6 days old1 decision, last changed 6 days ago.
Deliverables2 days old2 deliverables, last changed 2 days ago.
Outcomes4 days old1 outcome, last changed 4 days ago.
Readiness gates3 days old6 gates, last changed 3 days ago.
Execution history2 days old17 recorded events, last changed 2 days ago.
Budget6 days oldEntered manually. Last touched 6 days ago. No finance system is connected.
Evidence7 days old2 items, last changed 7 days ago.

Evidence has not changed in over a week. Treat anything derived from it as a position rather than a current fact.

Activity is not readiness

Five measures from different evidence. The gap between the first and the rest is what tells you whether this project is genuinely moving.

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

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

Activity

3 of 6 tasks

3 still open

Output

0 of 2 deliverables accepted

2 launch-blocking outputs outstanding

Outcome

0 of 1 on track

1 have a measured value

What is blocked (8)

Anything that would stop this project shipping today.

Master sourcing agreement
Blocked, and required before this project can ship.
deliverable
Tier-2 supplier transition
3 of 3 acceptance criteria still to meet.
deliverable
Execute or renegotiate the supplier master agreement
Waiting 6 days on a critical decision.
decision
Supplier master agreement — owner approval
Blocked for 10 days.
task
Supplier master agreement — owner approval
Waiting on an approval before it can complete.
approval
Commercial terms gate
Commercial terms is in progress and has no deliverable linked, so nothing is currently producing the evidence it needs. Daniel Osei owns it.
gate
Legal gate
Blocked — Waiting on the execute-or-renegotiate decision.
gate
Approvals gate
Not started, and no deliverable is linked to it, so there is no evidence to judge it by.
gate

What will go wrong

Rule-based forecasts from current evidence. There is no historical baseline across projects, so these are arithmetic you can check, not probabilities.

High risk· Moderate confidence
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 delay 10–12 days
How that figure was arrived at
On the critical path, so the 10 days blocked pass straight through to the finish date. The upper figure allows for restart time.
Rule-based. Derived from the dependency graph and how long the item has been stopped.
Recommended intervention
1. 1.Get the approval, or remove the approval requirement if it is not warranted
2. 2.Start downstream work that does not strictly need this finished
Owner — Daniel Osei
High risk· High confidence
Execute or renegotiate the supplier master agreement has been waiting 6 days
Why
— Critical impact
— 2 work items cannot proceed without it
Impact
2 milestones depend on it.
Likely delay 6–9 days
How that figure was arrived at
The 6 days already spent waiting are lost from the schedule. The upper figure allows for restarting the 2 blocked items.
Observed directly. The decision has an owner, a request date and a list of what it is holding up.
Recommended intervention
1. 1.A recommendation is prepared — review it and decide
2. 2.If it cannot be decided this week, say so explicitly and reschedule the work behind it
Owner — Anthony Bui
High risk· High confidence
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.
Observed directly from assignment and the dependency graph.
Recommended intervention
1. 1.Move at least one critical-path item to another owner
2. 2.Agree cover for that person before the next delivery increment
Owner — Daniel Osei
High risk· Low confidence
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 delay 5–9 days
How that figure was arrived at
Counting roughly one working day per unmet acceptance criterion, 5 criteria need about 5 days and there are 0. This is a rule of thumb, not a measurement.
Rule-based, using one day per unmet acceptance criterion. Replace with measured effort once deliverable work is estimated.
Recommended intervention
1. 1.Review acceptance criteria and drop any that are not genuinely required for launch
2. 2.Start acceptance on the criteria that can be met now rather than at the end
Owner — Daniel Osei
Medium risk· Not enough evidence
Delivery date at risk
Why
— Only 1 completion in the window, below the 3 needed to state a rate
— 1 item is blocked, the longest for 10 days
— 1 unmade decision of high or critical impact
— 1 milestone is already past due
Impact
Target date is 12 days away. 2 milestones remain.
Rule-based only. Only 1 completion in the window, below the 3 needed to state a rate
Recommended intervention
1. 1.Clear the 1 decision waiting — they cost nothing to make and are holding work
2. 2.Unblock or reassign the 1 stopped item
3. 3.Record effort as work completes, so throughput becomes measurable
Owner — Daniel Osei

What readiness gate is preventing delivery

Judged under the partnership / business profile — this project's own definition of ready, not a universal one.

Open readiness

Commercial terms

Commercial terms is in progress and has no deliverable linked, so nothing is currently producing the evidence it needs. Daniel Osei owns it.

Proposal100
Stakeholders100
Commercial terms45
Legal10
Approvals0
Delivery plan0

What actual execution history shows

Read from the append-only event log — when work started, finished and sat blocked — rather than from when records were last touched.

Only 1 completion in the last 28 days. That is below the 3 needed to state a rate, so no throughput figure is given.

Throughput: —
Cycle time: —
Time lost to blocking: 10.1days
Decision latency: —

Completion trend

Not enough data to say

Not enough completions to compare halves of the window — 1 in the first 14 days and 0 in the second. No trend is being claimed.

Critical-path movement

2 of 2 items moved

Nothing on the critical path has moved for 10 days.

Data basis

17 recorded events · window of the last 28 days · sample of 1 completion.

Unknown: Only 1 completion in the window, below the 3 needed to state a rate

Unknown: Only 1 item have both a start and a completion, below the 3 needed for a typical figure

How health was calculated

Pulling this down

17% of outputs ready at 88% of elapsed time1
9% outcome readiness at 88% of elapsed time5
One person holds 100% of open critical-path work20
Commercial terms gate is not cleared, with 8 open blockers in total38
1 of 2 critical-path items are blocked46
1 blocked, the longest for 10 days — 10.1 days lost to blocking in the last 2848
1 decision waiting, the oldest for 6 days52
1 awaiting approval74

All factors

Critical path46 · weight 13%
1 of 2 critical-path items are blocked
Blocked work48 · weight 12%
1 blocked, the longest for 10 days — 10.1 days lost to blocking in the last 28
Decision latency52 · weight 12%
1 decision waiting, the oldest for 6 days
Deliverable readiness1 · weight 13%
17% of outputs ready at 88% of elapsed time
Launch readiness38 · weight 13%
Commercial terms gate is not cleared, with 8 open blockers in total
Outcome confidence5 · weight 9%
9% outcome readiness at 88% of elapsed time
Resource concentration20 · weight 6%
One person holds 100% of open critical-path work
Approval latency74 · weight 5%
1 awaiting approval
Budget variance100 · weight 3%
64% of budget committed at 88% of the schedule

Cannot be assessed yet

Deadline pressure — Only 1 completion in the last 28 days. That is below the 3 needed to state a rate, so no throughput figure is given. Remaining work cannot be projected against the date without one.

Decisions waiting

Open queue

Execute or renegotiate the supplier master agreementTomorrow
Anthony Bui · waiting 6 days
1. Execute or renegotiate the supplier master agreement
2. Supplier master agreement — owner approval
3. Transition plan for tier-2 suppliers
4. Master agreement executed
5. Transition complete
6. 12% reduction in landed cost
2 work items2 milestones2 launch-blocking deliverablesOn the critical path
Earliest milestone affected: Master agreement executed (2 Sept)

Are we moving toward the outcome?

Every outcome, the outputs that serve it, and how far along they actually are.

Consolidate supply into a managed programme with measurable savings.

12% reduction in landed cost

17%

in 12 days

How we would know: 12% landed cost reduction, verified against the prior twelve months
Where it stands: Terms agreed; not yet in force

Master sourcing agreement1/3 criterialaunch-blocking
Tier-2 supplier transition0/3 criterialaunch-blocking

Work with no stated purpose (1)

Open work of real size that does not trace up to a deliverable or an outcome. This is where scope quietly grows.

Compliance evidence pack
What is this producing, and which result does it serve?
Link it to a deliverable so its progress counts toward something · Merge it into an existing item if it is really part of that work · Defer it until an outcome needs it · Remove it

Every figure on this page is computed from the project record. Budget planned AU$310K, committed AU$198K, spent AU$176K.