Strategieimplementierung - Business Expertise: Strategy Implementation - Achieving excellence through Process Performance Assurance

Business Expertise Strategy Implementation Achieving excellence through Process Performance Assurance Service Offerings © 2010 I Westernacher I All Rights Reserved I www.westernacher.com The challenge of strategy implementation is turning a vision into reality Change Processes Understand the Vision and Organization Vision Translate that Vision to  Organization Re-design and Re-build Systems Reality  Processes Guide the people to the  Systems new way of thinking and working Post Merger Process Change Integration Performance Management Assurance © 2010 I Westernacher I All Rights Reserved I www.westernacher.com 2 Post Merger Integration 1+1=3<2 Post merger integration turns all logic on its head. Post merger integration turns all logic on its head. The sum must become greater than the parts in terms of The sum must become greater than the parts in terms of Post Merger Integration business results, while at the same time becoming less in business results, while at the same time becoming less in terms of cost. terms of cost. That requires a clear plan, a broad set of business and technical skills and a lot of change management:  One face to the customer  Integrate and consolidate the complete Supply Chain  Best practice put to practice  Systems and back office consolidation © 2010 I Westernacher I All Rights Reserved I www.westernacher.com 3 Achieving Excellence through Process Performance Assurance Process Performance Assurance (PPA) by Westernacher is Process Performance Assurance (PPA) by Westernacher is Process a paradigm for operations that overcomes organizational a paradigm for operations that overcomes organizational Performance constraints and provides a practical way to enable real-time constraints and provides a practical way to enable real-time Assurance management practices: management practices:  Detecting adverse trends early by monitoring important processes, events, and transactions real-time  Resolving problems quickly using real-time, corrective- action processes  Incorporating continuous process improvements  Integrating BI & predictive analysis The overall goal of these efforts is to reduce latency, increase response time, and minimize risk. © 2010 I Westernacher I All Rights Reserved I www.westernacher.com 4 Using Supply Chain Disruptions and Risks to Describe Performance Assurance Executive Summary: Executive Summary: Supply Chains have become increasingly global and complex as companies Supply Chains have become increasingly global and complex as companies source in low cost countries, have a global manufacturing footprint, and expand source in low cost countries, have a global manufacturing footprint, and expand internationally. internationally. Supply Chain Performance Assurance (SCPA) provides strategies and tools to Supply Chain Performance Assurance (SCPA) provides strategies and tools to reduce complexity and increase visibility. reduce complexity and increase visibility. Ultimately, SCPA reduces costs and increases flexibility by focusing on detecting Ultimately, SCPA reduces costs and increases flexibility by focusing on detecting and resolving disruptions as fast as possible; the goal is to drive response latency and resolving disruptions as fast as possible; the goal is to drive response latency towards zero. towards zero. The solution must consider: The solution must consider:  Organizational Model: Who and Why involvement is needed  Organizational Model: Who and Why involvement is needed  Operational Model: When, Where, and What must be done  Operational Model: When, Where, and What must be done  Technical Model: How to provide tools to the right person at the right time  Technical Model: How to provide tools to the right person at the right time © 2010 I Westernacher I All Rights Reserved I www.westernacher.com 5 Applying Traditional Management Approaches Leads to Poor Results Traditional Supply Chain Plan Source Make Deliver Increased sourcing time of 3 to 12 months  LCC Sourcing  Global Manufacturing Footprint  International Expansion Pressure to decrease customer lead times Global Supply Chain Plan Source Make Deliver  Proliferated  Material Volatility  Capacity Planning &  Fragmented Customer Product Portfolio  Supplier Failure Utilization Base Increased  Short Product  High Logistics Cost  Excessive Inventory  Increased Demand Operational Lifecycle  Quality Issues Volatility Complexity &  Complex Demand  High Cost of After-Sales Planning Service Higher Risks Relentless pressure to decrease inventory without increasing SC information visibility leads to operational breakdowns. Applying Lean techniques to these problems reduces operational slack but is not prudent when the SC has become less predictable. © 2010 I Westernacher I All Rights Reserved I www.westernacher.