One problem: Many of the road signs along the way are now obscured, or difficult to understand.

That’s why now is a great time to take a step back and assess where you are and where you’re going.

The biggest influence to take into account: the role of IT in improving your supply chain performance.

But instead of IT spending, expect pressure to “make do and mend,” experts caution. You’ll be called upon to make the best use of what’s already in place. This means there’ll be little discretionary funding available, but you’ll still need to find some money (perhaps under the couch cushions!).

You’ll still be expected to squeeze a few pennies out of procurement, logistics and distribution functions.

One idea: You might switch over to a pay-per-use technology license, rather than an annual contract.

Three areas experts have targeted as ripe for change:

• Supply chain flow management. In response to pressure to improve lead-time indicators and supplier flexibility, you’ll be expected to work with tech vendors that offer detailed analysis and higher visibility of business functions.
• More efficient inventory management. More supply chain operators will be asking vendors to integrate their tools as part of operations, and might even begin purchasing software services from vendors.
• Production and distribution management. Supply chains will need to ramp up contingencies for a growing number of “what-if” scenarios, to be even better prepared to react quickly when conditions change.

Underachieving employees are a black hole for most companies. Research shows that only 14% of senior execs feel their companies do a good job with these workers. In many cases, it’s tolerated, or more likely, becomes “someone else’s problem.”

It doesn’t have to be this way.

The first step to getting rid of the “under” is to realize you’re dealing with a people problem, not a business problem.

Then, there are five steps you can run through as part of your rescue project:

1. Take charge. This is a problem for the employee’s supervisor — not for HR. You have the best knowledge of the situation.

2. No beating around the bush. Address the problem directly with employees — no sugar coating. Their work isn’t up to par, and it must improve.

3. Are we on the same wavelength? There are cases where staffers aren’t clear on their job duties and objectives. No wonder they’re underachievers. You can set them straight.

4. Are they equipped to do the job? Sometimes it’s a matter of proper training or even having the right tools to complete the job successfully — and underachievers can be afraid to speak up or ask.

5. Deliver progress reports. More frequent feedback can help employees improve performance. Don’t wait for annual performance reviews to announce there’s a problem.