ABOUT THE ASSIGNMENT
A global industrial company has launched a large strategic project aimed at optimising its global supply chain. The project includes improvements to forecasting processes, enhanced data foundations, and stronger collaboration across countries and functions.
JUHL/SKAANING is leading the overall programme and has also provided a project manager for one of the key sub-projects. We ensure progress, structure, and clear governance in a complex international setting.
“What makes the difference here is trust. We’re not just consultants reporting on status – we help drive decisions and create progress, because we’re close to both the people and the task.”
Tenna Skaaning
A leading OEM company in the energy sector has launched an ambitious strategic initiative to strengthen its global supply chain – including forecasting, processes, and cross-border collaboration.
JUHL/SKAANING is involved at multiple levels:
🔹 We manage the overall programme
🔹 We contribute with hands-on project management for key workstreams
🔹 And we act as sparring partners for both leadership and key stakeholders
This is a project with many moving parts, high complexity, and significant business impact – exactly the kind of challenge where we thrive:
When we get to create structure, progress, and real-world cohesion.
A combination of leadership proximity, structure, and execution power
As programme managers, we create a clear framework for the entire initiative – ensuring that direction and progress are aligned, and that sub-projects contribute to the bigger picture.
We’re not just present at the governance level – we work closely with project teams and leaders, navigating the everyday realities where change and shifting priorities demand quick decisions and clear communication.
Our approach is hands-on, honest, and attentive to both process and people.
We focus on momentum – and on creating results that last, because the organisation takes ownership along the way.
The effort has led to significantly improved overview, stronger ownership in the projects, and clearer role distribution across the organisation.
A shared direction has been established across functions and geographies – along with a stronger link between strategy and operations.
This project shows just how much of a difference it makes when programme management isn’t just about spreadsheets and deadlines – but about relationships, priorities, and the courage to say, “now we have to choose.”
Other organisations can take away that it pays to invest in a structured approach – one that also respects the organisation’s reality and pace.
