Train teams to make
high-stakes decisions

Participants manage a mid-sized consumer electronics distributor navigating procurement challenges, inventory shortfalls, transportation disruptions, and rising customer expectations. Across three escalating phases, teams must balance cost efficiency, delivery performance, and supplier relationships while responding to unexpected shocks. Strategic decisions will determine whether the company emerges resilient or fractured.

Part 1 of 4 in The Factory That Couldn't Deliver. You're handed a warehouse, a fleet of trucks, and a list of customers. Deliver every order at the lowest possible cost — nothing about where the product came from is your problem today, just get the boxes there. (30 min)

Part 2 of 4 in The Factory That Couldn't Deliver. Procurement is flawless. Production runs like clockwork. The plan is perfect on paper. There's just one problem: nobody in this simulation is responsible for actually moving the finished product out the door. (30 min)

Part 3 of 4 in The Factory That Couldn't Deliver. Procurement, production, and logistics are now one system. Every five minutes a disruption card lands. You're managing material flow, information flow, and cash flow at the same time — and they don't wait for each other. (45 min; scales to multiple teams playing in parallel)

Part 4 of 4 in The Factory That Couldn't Deliver — the mega simulation. Cocoa to customer, in one chain. Sourcing, processing, distribution, and retail are all live at once, and cascading shocks roll through the system from minute one. Can the whole chain absorb it without breaking? (60 min; built for large multi-role cohorts)

A geopolitical event cuts off your primary supplier. Explore dual-sourcing, demand shaping, and financial hedging under compounding pressure.

Markets turn volatile. Guide your treasury team through liquidity management, FX exposure, and investor confidence over four critical phases.

You inherit a shift already breaking down — late staff, equipment shortages, and crossed signals. Command it reactively and it gets worse; get ahead of it, and the shift can still be saved.

A structured drill in escalation discipline. Four unrelated operational incidents hit roughly ten minutes apart — each one tests whether you escalate correctly, improvise, or let it slide.

Teams are deliberately fed incomplete and contradicting information. The simulation isn't about the operational problem — it's about what happens to execution when communication fails.

A distribution network under simultaneous strain — a vehicle down, a road closed, dispatch falling behind, and a customer escalating, all at once. Command has to prioritize, not just react.

Your primary supplier can no longer deliver. Every choice from here — alternate sourcing, inventory reallocation, customer honesty — shapes how much of the damage actually reaches your customers.

Everything breaks at once — a power outage, an inventory mismatch, customer complaints, and transport delays, all in the same window. Then it gets worse: cold chain failure and a social media pile-on.

A live performance dashboard is flashing warning signs — delivery performance dropping, stock variance rising, overtime climbing, customer failures ticking up. The real test isn't reading the data, it's knowing when it justifies action.

Problems don't announce themselves all at once here — picking delays lead to congestion, congestion backs up dispatch, and inventory accuracy quietly erodes underneath it all. Solve the sequence, not just the symptom in front of you.

Procurement, Warehouse, Transport, Sales, and Customer Service each get their own — conflicting — objectives. Nobody can win alone. The only way through is forcing the departments to actually coordinate.

Four independent shocks hit the business in sequence — fuel scarcity, an internet outage, a workforce shortage, and a supply interruption. None of them are your fault, and none of them care. Keep the business running through all four.

Five incidents, back to back, with zero recovery time between them. This one isn't testing whether you can solve a problem — it's testing whether your decision quality holds up when you never get to catch your breath.

Operations have already collapsed when this one starts. There's no crisis to prevent — only a sequence to rebuild: restore the workflow, stabilize customer service, recover productivity, and rebuild confidence, in that order.