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Process Implementation

Clarity, communication and training are key to successful process implementation

Successful implementation of a new process within your ‘on site’ supply chain will ultimately affect everyone in your internal logistics function. It is vital that all of your staff understand what’s involved and buy in to the changes; getting your people on board is crucial. Your internal logistics management team’s support during the initial implementation will determine the speed at which your business will experience a return on investment.

Implementing any change therefore typically begins with a briefing of the key stakeholders - those with whom the process change impacts upon.

The implementation process is a continuous cycle and has four key stages:

1.   Commitment - Which internal logistics function do you want to improve, what resources are available and where are the boundaries?

Scoping the specific function(s) you want to be reviewed and the extent of the process implementation, i.e. the boundaries and specific areas of responsibilities, planning for reviewing procedures; ensuring senior management commitment and deciding on the resources for the implementation process.

2.   Stakeholder engagement - What are your rules, which teams interface with this function and what are the agreed the KPI’s?

Reviewing your current vision, values and policies. Consulting with stakeholders - managers, employees, suppliers and if required customers - to identify key issues and generate commitment to the process of review and actions resulting from it. The Principles and Indicators of the process to be implemented will provide a framework for the dialogue, review, and analysis and, from this, targets for improvement are set.

3.   Communication - Implement a training programme, continual assessment of individual performance and reporting against KPI’s set

Dynamic reporting and auditing tools show all your relevant parties how the specific elements have performed against the agreed KPI’s. The people relevant to a function within your ‘on site’ supply chain need to know how they are performing ‘as they work’ to ensure optimum efficiency. Your management team need visibility, clarity and trust in the logistics function so reporting can aid planning and other operational improvements.

4.   Continuous Improvement - What can the function do to improve results, where else in your organisation can you increase efficiency and how?

Identify areas within the specific supply chain function and evaluate efficiency of the wider ‘on site’ logistics operation. Continually seek to create smarter systems, embed better processes and continually monitoring achievements against objectives.

The key focus is to create a dynamic ‘on site’ supply chain resource which can flex with production whilst operating on a daily basis at the optimum efficiency.

One size doesn’t fit all

You need a solution that’s right for your circumstances. The process should be designed to achieve your objectives within the constraints and budget available. The way the process is implemented is to a predictable, tried and tested formula. The variable elements are dependant upon the best solution for your specific requirements.

This means:

  • you can choose to keep your people and improve the process;
  • transfer your people to our employment and we manage them and the process;
  • any workable configuration in between those two.

The key focus is to create a dynamic ‘on site’ supply chain resource which can flex with production whilst operating on a daily basis at the optimum efficiency.