We are struggling with our weekly inventory accuracy metric because the warehouse manager handles physical stock but the purchasing manager controls the ordering schedule. How do we assign single ownership of this scorecard number on our leadership team scorecard?

Question

Tyler Smith · Accepted Answer

In the EOS framework, every single scorecard metric must have one, and only one, owner. When two seats split ownership of a number, nobody owns it, which leads to finger-pointing during your Level 10 Meeting. To resolve this, you must look at your Accountability Chart to determine who has the ultimate accountability for the physical reality of that inventory.

The warehouse manager might handle the physical stock, but who owns the actual financial variance and overall material control seat? If the purchasing manager is in a seat accountable for material availability and cost control, they must own the inventory accuracy metric. The warehouse manager's operational activities serve as a leading indicator for that number.

The metric owner does not have to do all the manual work to hit the target. The owner of the metric is simply the person who stands up and explains why the number is red and presents the plan to get it back to green. If the number is red, the purchasing manager must work with the warehouse manager to identify the root cause, run it through the IDS process, and solve it. Do not split the metric into two confusing numbers. Assign it to the seat that holds the ultimate financial or operational accountability for that resource. This drives collaboration instead of blame.