“But we’re different.”
That sentence has cost organizations millions.
I’ve heard it in mining.
Manufacturing.
Utilities.
Oil & gas.
Same claim. Same outcome.
After decades inside maintenance, engineering, and supply teams, here’s the uncomfortable truth:
Most companies have:
- High-cost downtime they don’t fully understand
- Critical parts they haven’t identified
- Long overseas lead times
- Processes bypassed under pressure
- ERPs operating at a fraction of capability
- Warehouses full of stock — yet still missing what matters
Different assets.
Different sites.
Same structural failures.
Different logo on the gate. Same story inside.
There’s a line from Mel Robbins that fits perfectly: Everyone thinks they are the exception.
That belief is the real problem.
Because once you decide you’re “unique,” you stop learning from proven approaches.
You delay lifecycle thinking.
You postpone criticality.
You tolerate poor data.
You accept firefighting as normal.
And nothing fundamentally changes.
Spare parts management isn’t mysterious.
It’s repeatable.
The patterns are well known.
The frameworks exist.
The results are achievable.
But only if you’re willing to admit you’re not special.
I’ve just published an article on why these challenges are universal — and why recognising that is the fastest path to better performance.
Read it on SparePartsKnowHow
