DHL and RADAR Logic Discussion

Based on your ananlysis, offer and justify one operations /supply chain management strategy (RADAR) DHL could pursue to drive business excellence. You are being assesed on your reflections, interpertation and application of theory in practise and anylitical reasoning.


The RADAR logic is a dynamic assessment framework and powerful management tool that provides a structured approach to questioning the performance of an organisation.

At the highest level, RADAR logic states that an organisation needs to:

  • Determine the Results it is aiming to achieve as part of its strategy
    • What are we trying to achieve?
  • Plan and develop an integrated set of sound Approaches to deliver the required results both now and in the future
    • How do we try to achieve this?
  • Deploy the approaches in a systematic way to ensure implementation
    • How / Where / When was this implemented?
  • Assess and Refine the deployed approaches based on monitoring and analysis of the results achieved and ongoing learning activities.
    • How do we measure whether it is working?
    • What have we learning and what improvements can be made?

RADAR is a simple but powerful management tool that can be applied in different ways to help drive continuous improvement:

  • Assessing the maturity of the approaches you have implemented
  • Assessing the excellence of the results achieved
  • Helping to structure improvement projects

To help support robust analysis, the RADAR elements can be broken down into a series of attributes which contain guidance on what we expect the organisation to demonstrate.


When assessing Enablers, we look at the approaches adopted, how they have been deployed and how the organisation assesses and refines their efficiency & effectiveness over time. In practical terms, this means we look for:

  • Sound and integrated approaches that support the achievement of the organisation’s strategy
  • Structured deployment within all relevant areas of the organisation that enables refinements to be implemented within appropriate time scales
  • Measurement being carried out so the organisation can understand how well the approach is working and how effectively it has been implemented
  • Learning activities being undertaken to identify alternative or new ways of working
  • Improvements being implemented as a result of measurement and learning (closing the loop)


When assessing Results, we first look at their Relevance to the organisation’s strategy and how useful they are in reviewing progress against these key objectives. When then look at the performance of the results themselves. In practical terms you should be looking for:

  • Results which clearly show how the organisation is progressing against its key strategies for the criterion
  • Reliable data that can be segmented to give a clear understanding of what’s happening in relation to different stakeholder groups, products or processes.
  • Positive trends over a 3 year period
  • Targets, which are appropriate for the strategic objectives, being achieved
  • Appropriate comparisons and benchmarks to put the results in context within the organisation’s operating environment
  • Evidence to show that the organisation understands the underlying drivers of the results and effectively managing them to ensure that performance levels will be sustained into the

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