| Too often you will see high-level strategies being | | | | suppliers in order to “feel the temperature” |
| developed with a rather limited focus on | | | | from both ends |
| implementation. Supply Chain solutions can only be | | | | • Project all your actions on a timeline with strong |
| successful when they support the process going | | | | focus on innovations (past/now/future) |
| from A to B. | | | | • Integrate the implementation roadmap into your |
| Other then just looking at the specifics of each | | | | strategy |
| products and/or service, it is of crucial importance to | | | | • Avoid making “too big promises but |
| understand the business context including the impact | | | | “act behind the scene” in phase one |
| on the organization. | | | | • Take care with too easy extrapolations as local |
| Pro-actively you also would need to be aware of the | | | | culture (industry and country style) could be |
| internal and external expected reactions as a result | | | | completely different |
| of a change-management process you might be | | | | • Challenge and review your strategy in case of |
| driving. | | | | too big “mountains to climb” |
| Hereby some “best practices” for securing | | | | • Move (gradually) towards the implementation |
| positive Supply Chain solutions: | | | | path |
| • First discuss with top-management on | | | | • Use specific Key Performance Indicators |
| expectations and priorities | | | | (KPI’s) to measure the changes (ex. % of |
| • Take your time to absorb the “culture” | | | | contract compliance, Completion time, Projected |
| • Make sure that the CEO/CFO communicates | | | | Savings, etc.) |
| and emphasizes your presence and importance | | | | Only demonstrating your specific knowledge on a |
| throughout the company | | | | given product and/or service is just not good enough! |
| • Have internal meetings with all key decision | | | | You would need to be an all-round business person |
| makers involved with the scope you will be working | | | | with excellent communication skills and a strong sense |
| on | | | | of perseverance to succeed in implementing supply |
| • Organize “high-level” meetings with key | | | | chain solutions. |