Sample War Maps by industry
Industry War Maps
Pick your industry. Each War Map shows how the work really runs, what it costs and what to fix first.
Process and materials
Cement, aggregates and ready-mix
1 cement plant, 4 quarries, 6 batching plants · 310 employees
38 minaverage truck hold at the weighbridge when an order or credit check needs a phone call
Trucks wait at the weighbridge while someone phones sales admin or credit to confirm an order. The map follows each delivery note from the gate to the invoice and shows which manual steps keep trucks parked.
Steel service centre and long products
2 sites · 170 employees
11%of shipments needing a mill certificate leave without the right one
Every delivery of structural or stainless steel needs its mill certificate, and every certificate is found by hand in a shared drive. The map shows where heat numbers get lost between the saw, the certificate and the invoice, and what that costs in payments held and claims.
Specialty chemicals
2 sites near Lyon · 160 employees
6.5 daysaverage reply to a customer SDS or REACH document request
Regulatory documents, lab release and dangerous goods paperwork all run through three people. Customers wait 6.5 working days for an SDS or REACH statement, and raw-material increases reach indexed invoices about nine weeks late.
Pharma and life sciences
oral solids and liquids · 1 GMP site in Centre-Val de Loire · 290 employees
19 daysworking days from end of manufacturing to QP certification, against 10 agreed with clients
Batch records go back to production 2.4 times on average before QA can finish review, and release takes 19 working days against 10 in client agreements. The plan starts where validation burden is low and leaves every certification with the Qualified Person.
Food and beverage
2 plants in Brittany · 260 employees
€412Kretailer logistics penalties invoiced in 2025, 9% contested
Retailer penalties are accepted by default because the proof sits in four places. Quality holds live outside the ERP, and one lot takes 6 h 40 to trace.
Manufacturing
Automotive supplier
plastic injection and assembly · 2 plants · 62 presses · 260 employees
€372Kpremium freight in 12 months, cause recorded for 1 shipment in 5
Customer releases change inside the firm zone every week. The press plan is rebuilt by hand, premium freight follows, and the cause is rarely written down, so it cannot be recharged.
Precision machining and industrial components
1 site, 42 CNC machines · 140 employees
6.2 daysaverage to return a quote on a new part, when buyers expect an answer in 3
New-part quotes take six days because one methods manager estimates every drawing from memory, and buyers have often decided by then. The map follows a part from RFQ to first-article approval and shows where estimating, scheduling and inspection wait on the same few people.
Electronics manufacturing services
PCB assembly and box build for industrial customers · 1 site, 3 SMT lines · 180 employees
9 daysaverage to answer an RFQ, against 5 expected by customers
Every quote, shortage and end-of-life notice is handled one component at a time across distributor sites and Excel. Quotes go out late, and obsolete parts are found when a kit is already short.
Batteries and fuel cells
1 plant in Hauts-de-France · 140 employees
23 daysfrom engineering change approval to effective on the line, against 10 planned
Output is meant to double by December, but engineering changes take 23 days to reach the line and cell traceability for one line still lives in CSV files. A shortage list rebuilt by hand each morning decides what gets built.
Consumer goods
1 plant in the Loire valley · 190 employees
4.5 weeksof data and artwork rework in each product launch
Every launch and pack change goes through product data, artwork and listings by hand. Launches lose weeks to rework, and most promotion funding claims are paid without a check.
Distribution and logistics
Industrial distribution
180 employees · 6 systems
40 POs/weekrubber-stamped by the CEO
Orders, stock and approvals run through people instead of systems: three disconnected integrations, three key-person dependencies and a CEO approval queue.
Transport and logistics
3 depots in Auvergne-Rhône-Alpes · 310 employees, 190 trucks
€290K/yrof waiting time and extras performed but never invoiced
Telematics records every hour of waiting, yet extras are billed only when a driver writes them on paper. Orders are typed by hand, and subcontractor checks depend on memory.
Strategy Session · 30 min
A real engagement is scoped in the Strategy Session and may begin with a War Map or a bounded Feasibility Sprint.