BD reviews

Poor leadership, poor hiring, lack of care for their sites, outdated equipment, good ol boy system

TOXIC under the guise of "accountability". Extremely Political. Lacks accountability. Myopic focus to the detriment of many supporting activities. Examples: 1) Senior Analysts not only responsible for reporting but for the exceeded budget no matter the reason - even knowing the reasons, and play a political game of blaming an Analyst. Safety stock level reductions were usually not well received because it would affect "absorption" and plant jobs. ... but the continous question "What are you doing to lower inventory, what are you doing about it?" You are the Director or VP and getting good data. How can Senior Analysts be in 25 meetings a week, have 40 hours of analytics a week and still be responsible for inventory when there is a scientific analytical process showing needs to reduce but stonewalling to change inventory levels...? .... and there is a disconnect of plant production and DC inventory levels? It sounds good to say someone is "responsible"? How about plant managers, planners, vice Presidents making more and more despite lower sales and exceeding levels??? If you listened, you were being told DAILY. (Employees can tell when you receive in plain language a big problem and you just ignore it... and resent it even more when you blame them 8 months later). 2) 3 Analysts working full time coordinating meetings and budget accountability with manufacturing plants to prepare for meetings with executives. The entire meeting format changes 20 minutes before a meeting and when the Senior Analysts cannot provide "crisp" answers Senior Management becomes "concerned" about the analysts preparation. We were always told that "if you are not prepared for a meeting, move it"... but a meeting with 40 attendees and we are forced to move forward. (Walk the walk and talk the talk... you want hyper responsibility in your team? Be hyper responsible yourselves rather than hyper blamers and hyper delegators) 3) Managment feedback making individuals reasonable for issues outside the scope of their responsibilities- example an individual looks up some backorder information to help an outside the US distribution center to resolve a backorder.... and passes it along to the responsible person to do their job and have it shipped...and they frop the ball. Management has went back to the "assisting" person to make them accountable for the issue not being resolved that they "should have known better" and they wonder why people dont step up to help or make suggestions). Yes things like this are an emotion and frustrating moment, focus on the person responsible- not the person in front of you. (Not even sure how to categorize this other than stupidity) 4) Pressure to create an inventory reduction plan so ridiculously aggressive that everyone knows it is stupid.... and then Management (the same that continously pressured the plan) berates individuals for not being able to execute the plan. GET REAL and GET RESPONSIBLE. 5) Telling inventory analysts that inventory is not a priority, backorder reduction is the priority- so support for various inventory activities drops.... then when inventory becomes important again berate inventory analysts for not supporting and replicating functions that management didnt support. Unclear priorities and blame shifting.... 6) Witness very political situations and frustrations from employees and categorize it as "passion" when other management outside the team is pressing the team on issues, but when the your team member finally openly addresses half truths its labeled it as "unprofessional" and "aggressive". Lack of support.... 7) Mentioning in meetings they "maybe this might be a good idea" but not placing it as a priority amoung 50 other actions, then 2 months later (without additional discussion) talk about discipline because of "lack of follow up" and "lack of motivation". (Do you really believe yourself when you blame someone for this?)