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Transformation portfolio
Northbridge Foods
3 programs · 9 streams · 28 initiatives · transformation office led by M. Cole
Amber · $3.7M eroding
Portfolio benefit
$34.5M
baselined target
Forecast now
$30.8M
↓ $3.7M
Realised
$7.1M
to date
Programs
3
1 · 2
Initiatives
28
17·8·3
Decisions due
7
next 30 days

Control rooms

jump straight to where decisions get made
Waiting on you3 decisions Key risks & issues3 high · 2 deps at risk Strategy scorecard55% attained Resourcing2 over capacity
⌁ Benefit erosion · by program
$34.5M
−$2.3M
−$1.1M
−$0.3M
$30.8M
BaselinedNetwork Transf.Digital & DataCommercialForecast
Timing · benefit landing
Planned$34.5M by FY-end
Now tracking$30.8Minto FY27
⌁ $3.7M eroded portfolio-wide - 62% from Network Transformation. $2.6M is recoverable with decisions waiting on the exec team this fortnight.

Strategy & OKRs · portfolio rollup

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Cost to ServeOKR · Cut network cost 18% by FY-end
Attainment 64%$14.2M aligned · 11 initiatives
Service & ReliabilityOKR · Lift fill rate to 97%
Attainment 58%$7.0M aligned · 7 initiatives
Growth EnablementOKR · +$5M new-channel capacity
Attainment 71%$6.8M aligned · 7 initiatives
SustainabilityOKR · −18% carbon per parcel
Attainment 22%$2.8M aligned · 3 initiatives · under-funded

Programs

click to drill into a program

Cross-program signals

where the exec team should look
! Biggest slippage
Network Transformation has eroded $2.3M - Carrier Tender (red) and the DC Consolidation gate delay. Most recoverable item in the portfolio.
Open program ›
◇ Strategy gap
Sustainability is 22% attained and under-funded across all programs. Its OKR is at risk unless a program picks up the carbon objective.
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◷ Capacity conflict
Three initiatives across two programs compete for the same automation team in the cutover fortnight. S. Whitlock at 104%.
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