This story recaps the recent RILA Link Panel led by Jayson Hill, Senior Managing Director at North Highland, accompanied by Peter Gibbons (Former Group President of Enterprise Supply Chain at 3M) and Nate Whitten (Vice President of Supply Chain Operations at Lowe’s).
Of the breakout sessions at the RILA Link Retail Supply Chain Conference, Jayson Hill’s stood out with one of the highest attendance rates. The topic? Strategic Prioritization: How to Prioritize When Everything is Important. Joined by Peter Gibbons and Nate Whitten, Hill shared field-tested lessons drawn from large scale supply chain transformations.
The panel focused on a pattern too many organizations encounter: Every initiative labeled as “top priority,” teams competing for the same resources, breakdowns in decision-making, and an inability to accurately measure progress. Hill, Gibbons, and Whitten emphasized that breaking this pattern starts with clearly defined operating outcomes and success measures; work should be evaluated based on contribution and readiness, not visibility or sponsorship. They didn’t stop there:
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Examples from retail and consumer supply chain environments were used to illustrate how large initiative backlogs can be reassessed using objective and value-based filters. In these scenarios, programs without clear impact or alignment were stopped or deferred. Advanced automation and modernization efforts were also rescheduled in cases where data, process, or system foundations were not mature enough to support scale. The message was practical: Technology investment delivers stronger returns when core operations are stable and connected.
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Governance and performance measurement were highlighted as steadying mechanisms. The speakers described the value of a small, consistent set of core metrics and explicit tradeoff rules across safety, quality, service, cost, and inventory. Ninety-day execution plans were recommended to help translate strategy into observable near-term gains and keep teams aligned around delivery. The idea is to show progress in stages rather than relying on distant future milestones.
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Talent and technology were presented as reinforcing levers. Advanced analytics, automation, and AI expand visibility and speed, but results depend on leadership alignment, accountable teams, and strong operating foundations. Jayson, Peter, and Nate presented cross functional ownership and diverse leadership perspectives as tools for challenging legacy habits, while disciplined data and process models allow digital capabilities to scale with confidence.
The panel left supply chain leaders with a clear path forward: Start with well-defined outcomes, filter initiatives based on value and readiness, and build governance that keeps teams focused on measurable progress. When priorities are clear, metrics are aligned, and the right mix of people and platforms is in place, organizations will achieve faster decisions and more reliable outcomes.
Want to learn more about strategic prioritization in the retail and CPG supply chain? Let’s talk.
