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Operations and Supply Chain Toolkit - Framework, Best Practices and Templates
The document provides an overview of an Operations and Supply Chain Management Toolkit. It includes 7 components: tools, templates, step-by-step tutorials, real-life examples, best practices, frameworks, and support from management consultants. The objectives of the toolkit are to improve supply chain management capability, organizational performance, business process management, business case development, and prioritization of initiatives. It presents frameworks and approaches to supply chain strategy, demand and supply chain planning, sourcing and procurement, manufacturing, and logistics and distribution.
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Operations and Supply Chain Toolkit - Framework, Best Practices and Templates
- 1. 1 Operations & SupplyChain Management Toolkit Overview & Approach Best Practices Frameworks Templates
- 2. This Slideshare Powerpointpresentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com 2 www.slidebooks.com
- 3. Content The Operations andSupply Chain Management Toolkit was created by ex-McKinsey, Deloitte & BCG Management Consultants. It includes 7 components. 3 Tools Templates Step-by-step tutorials Real-life examples Best practices Support from tier-1 management consultants Frameworks Toolkit
- 4. Objectives The Operations andSupply Chain Management Toolkit includes frameworks, tools, templates, tutorials, real-life examples and best practices to help you: 4 I. Improve your supply chain management capability with our 5-phase approach: (1) Supply Chain Strategy, (2) Demand & Supply Chain Planning, (3) Sourcing & Procurement, (4) Manufacturing, (5) Logistics & Distribution II. Improve your organizational performance by simplifying processes and improving process reliability with Lean Six Sigma and the DMAIC methodology: (1) Define, (2) Measure, (3) Analyze , (4) Improve, (5) Control III. Apply Business Process Management (BPM) to design, implement and optimize your specific business processes IV. Build a strong business case to get your project approved by the executive committee, and build simple and sophisticated financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback period, WACC, etc. V. Prioritize a company’s potential initiatives based on impact and effort, and build your roadmap
- 5. In the nextslides, you’ll see a small preview of the materials covering the objective I 5 I. Improve your supply chain management capability with our 5-phase approach: (1) Supply Chain Strategy, (2) Demand & Supply Chain Planning, (3) Sourcing & Procurement, (4) Manufacturing, (5) Logistics & Distribution II. Improve your organizational performance by simplifying processes and improving process reliability with Lean Six Sigma and the DMAIC methodology: (1) Define, (2) Measure, (3) Analyze , (4) Improve, (5) Control III. Apply Business Process Management (BPM) to design, implement and optimize your specific business processes IV. Build a strong business case to get your project approved by the executive committee, and build simple and sophisticated financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback period, WACC, etc. V. Prioritize a company’s potential initiatives based on impact and effort, and build your roadmap
- 6. Overview 6 Supply Chain Managementis the optimization of the flow of materials, information and funds between and among all participating enterprises Supplier Factory Warehouse Distributor Customer Products Information Funds
- 7. Supply Chain Management5-Phase Approach 7 2.Demand & Supply Chain Planning 3.Sourcing & Procurement 4.Manufacturing 5.Logistics & Distribution 1.Supply Chain Strategy 1. Current state 2. Best practices & benchmarks 3. Future state 4. Gap analysis 5. Roadmap 1. Objectives 2. Key success factors 3. Demand planning 4. Supply planning 5. Key challenges 1. Overview 2. Strategy & Organization 3. Supplier Management 4. Process 5. Technology 6. Procurement management maturity model 1. Overview 2. Shop floor operations and site setup 3. Manufacturing strategy 4. Lean Six Sigma 1. Inventory fundamental 2. Order management 3. Physical inventory and warehouse management 4. Physical distribution
- 8. Table of contents 8 2.Demand& Supply Chain Planning 3.Sourcing & Procurement 4.Manufacturing 5.Logistics & Distribution 1.Supply Chain Strategy 1. Current state 2. Best practices & benchmarks 3. Future state 4. Gap analysis 5. Roadmap 1. Objectives 2. Key success factors 3. Demand planning 4. Supply planning 5. Key challenges 1. Overview 2. Strategy & Organization 3. Supplier Management 4. Process 5. Technology 6. Procurement management maturity model 1. Overview 2. Shop floor operations and site setup 3. Manufacturing strategy 4. Lean Six Sigma 1. Inventory fundamental 2. Order management 3. Physical inventory and warehouse management 4. Physical distribution
- 9. Defining a robustSupply Chain Strategy usually requires a 3 to 6 months Project 9 The Project is often outsourced to a Consulting firm to avoid any conflict of interest. The top 5 steps that the Consultants will have to carry out are: 1 Understand Current State 2 Gather Best Practices & Benchmarks 3 Develop Future State 4 Conduct Gap Analysis between the desired Future State & the Current State 5 Build a Roadmap to cross the bridge between the desired Future State & the Current State
- 10. Table of contents 10 2.Demand& Supply Chain Planning 3.Sourcing & Procurement 4.Manufacturing 5.Logistics & Distribution 1.Supply Chain Strategy 1. Current state 2. Best practices & benchmarks 3. Future state 4. Gap analysis 5. Roadmap 1. Objectives 2. Key success factors 3. Demand planning 4. Supply planning 5. Key challenges 1. Overview 2. Strategy & Organization 3. Supplier Management 4. Process 5. Technology 6. Procurement management maturity model 1. Overview 2. Shop floor operations and site setup 3. Manufacturing strategy 4. Lean Six Sigma 1. Inventory fundamental 2. Order management 3. Physical inventory and warehouse management 4. Physical distribution
- 11. Step 3: DevelopFuture State 11 Objective Develop the desired Future State of the Organization Key Activities • Develop a Supply Chain Management maturity model • Assess the Supply Chain Management maturity of the company • Define the desired future state of the Organization based on: The current state The gathered benchmarks and best practices The Supply Chain Management maturity of the company The Strategic Vision of the Company Team responsible for the implementation of this phase • List here the key persons responsible for the implementation of this phase. It usually includes a team of 3 to 6 external Supply Chain Management consultants and 1 or 2 internal Senior executives (The size of the team depends on the scope of the project and the size of the organization) • Insert team member name • Insert team member name Key stakeholders to meet • Insert stakeholder name • Insert stakeholder name • Insert stakeholder name • Insert stakeholder name • Insert stakeholder name Duration • Between 3 weeks and 7 weeks depending on the scope of the project and the size of the Organization
- 12. How to developa Supply Chain Management maturity model? (1/2) 12 Procurement Processes • Little or no formal processes • Operating units purchase without specific guidelines • No formal negotiation strategy set • Written processes known and mostly followed by employees • Operating units purchase with specific guidelines • Processes reviewed on an exception basis only • Ownership of processes not yet in a single & centralized location • Written processes known and followed by formally trained employees • Operating units purchase with specific guidelines, which are continually improved • Processes continually reviewed to ensure best practices are employed and available • Ownership of in a single & centralized location Technology • No global procurement system • Manual and labor intensive systems • Primarily “hard copy” data utilized • Global procurement system but not always easy to use • IT procurement solutions identified, but most of them not implemented yet • Main focus is to automate transactions • Global procurement system that is intuitive to users • IT procurement solutions identified & implemented • Main focus is to automate interactions Supplier relationship • A “Win-Lose” mindset adopted • Distrust of and adversarial relationships with suppliers • Lack of collaboration with suppliers • Negotiations with suppliers is mainly based on price • A “Win-Win” mindset starts to be increasingly adopted • Start to see more and more trusted relationships • Collaboration guidelines and objectives established • Supplier selection criteria includes cost, technology, deliverability, flexibility • A “Win-Win” mindset adopted • Collaboration agreements implemented and benefits realized • Strategic alliances with suppliers exist, sharing risk and opportunity • Suppliers viewed as a virtual extension of the organization • Company-wide procurement strategy barely exists • Procurement strategy not communicated • Procurement not recognized as an actor of sourcing • Negotiations with suppliers is mainly based on price • Company-wide procurement strategy exists and is very comprehensive • Procurement strategy formally communicated with suppliers and across all the organization • Procurement recognized as leader of sourcing • Optimized customer service and cost performance through deep supplier relationships Procurement Strategy • Company-wide procurement strategy exists but lack of comprehensiveness • Procurement strategy formally communicated with suppliers and some parts of the organization • Procurement recognized as an actor of sourcing • Negotiations with suppliers starts to be beyond price Organization & Human resources • Procurement is seen as a support function • Procurement is tactically focused • The procurement team primarily include low-skilled resources • Career paths are unclear • Procurement starts to be seen as a critical function within the Organization • Procurement starts to be more strategically driven • The procurement team starts to offer incentives to attract top talent with advanced education • Procurement sits at the table as a valued Partner • Procurement is strategically driven • The procurement team includes high-skilled resources with advanced education • Career paths are clearly defined with performance expectations at each level • Procurement includes most areas of corporate spending Basic Below average Average Advanced World-class Example of a Maturity model
- 13. How to developa Supply Chain Management maturity model? (1/2) 13 Our company Main competitor Procurement Processes Technology Supplier relationship Procurement Strategy Organization & Human resources Basic Below average Average Advanced World-class Example of a Maturity model
- 14. Maturity Model ToolTemplate (1/2) 14 Insert your own text • Insert your own text • Insert your own text • Insert your own text Insert your own text • Insert your own text • Insert your own text • Insert your own text Insert your own text • Insert your own text • Insert your own text • Insert your own text • Insert your own text • Insert your own text Insert your own text • Insert your own text Insert your own text • Insert your own text • Insert your own text • Insert your own text Basic Below average Average Advanced World-class
- 15. Maturity Model ToolTemplate (2/2) 15 Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Basic Below average Average Advanced World-class Our company Main competitor
- 16. Table of contents 16 2.Demand& Supply Chain Planning 3.Sourcing & Procurement 4.Manufacturing 5.Logistics & Distribution 1.Supply Chain Strategy 1. Current state 2. Best practices & benchmarks 3. Future state 4. Gap analysis 5. Roadmap 1. Objectives 2. Key success factors 3. Demand planning 4. Supply planning 5. Key challenges 1. Overview 2. Strategy & Organization 3. Supplier Management 4. Process 5. Technology 6. Procurement management maturity model 1. Overview 2. Shop floor operations and site setup 3. Manufacturing strategy 4. Lean Six Sigma 1. Inventory fundamental 2. Order management 3. Physical inventory and warehouse management 4. Physical distribution
- 17. Demand and SupplyChain Planning aims to deliver targeted customer service against minimum overall costs and employment of assets 17 Typical questions addressed by Supply Planning and Demand Planning Supplier Factory Warehouse Distributor Customer • Which products needs to be produced and in which quantity to be available on-time to fulfill customer demand? • At which plant & line do we need to produce the different products? in which sequence? • Which raw materials need to be available and at what time? • Which products have to be in which quantity, at which time, and in which location in my distribution network? • What is the right tradeoff between decreasing cost and meeting customer needs? • Which customers do need which products in which quantity at which time?
- 18. The optimization ofSupply and Demand Planning can significantly improve the Company Value Creation 18 Company Value Creation Increase net operating profit less adjusted Taxes (NOPLAT) Improve capital allocation Capital deployment Decrease operating expenses Increase gross profit Cost of capital Decrease Manufacturing costs Increase revenues Reduce distribution costs Reduce selling costs Reduce R&D costs Reduce administrative costs Improve product mix Increase price Decrease staffing Reduce cost of inputs Lower support functions costs Reduce interest rate Reduce inventories Optimize scheduling Improve plant utilization Lower Customer Service costs Decrease staffing Improve process Increase volume Optimize physical network Increase productivity Use alternative distribution Increase Accounts payable days Improve capital investment Reduce Accounts receivable days Value Drivers Value drivers which can be improved through Supply & Demand planning Caption:
- 19. Having an integratedSupply Chain Planning is critical to reduce the “Bullwhip effect” 19 The bullwhip effect is a concept for explaining inventory fluctuations or inefficient asset allocation as a result of demand changes as you move further up the supply chain. As such, upstream manufacturers often experience a decrease in forecast accuracy as the buffer increases between the customer and the manufacturer. Manufacturer Orders to Supplier Wholesaler Orders to Manufacturer Retailer Orders to Wholesalers Consumer orders Order size Timing Timing Timing Timing
- 20. What are themain reasons explaining the Bullwhip effect? 20 Source: ”The Bullwhip Effect in Supply Chains” by Hau L. Lee, V Padmanabhan, Seungjin Whang Demand forecast updating Fluctuations in the order quantities to upstream suppliers can be much greater than those in the demand data due to safety stock and exponential smoothing techniques Order Batching Instead of order frequently, companies batch orders to reduce overhead of processing orders or to reduce transportation costs. Price Fluctuation Companies will forward buy to take advantage of promotions Rationing and shortage gaming Companies will exaggerate their demand knowing that a manufacturer will ration product based on a percent of order quantity
- 21. What are themain solutions to reduce the bullwhip effect? 21 Source: ”The Bullwhip Effect in Supply Chains” by Hau L. Lee, V Padmanabhan, Seungjin Whang Demand forecast updating Make demand data at a downstream site available to the upstream site. Order Batching Implement electronic data interchange (EDI) to reduce order processing costs. Use third party logistics. Order mixed SKU’s Price Fluctuation Reduce price discounting and implement incentives to spread out demand Rationing and shortage gaming Allocate in proportion to past sales records. Reduce generous return policies
- 22. Table of contents 22 2.Demand& Supply Chain Planning 3.Sourcing & Procurement 4.Manufacturing 5.Logistics & Distribution 1.Supply Chain Strategy 1. Current state 2. Best practices & benchmarks 3. Future state 4. Gap analysis 5. Roadmap 1. Objectives 2. Key success factors 3. Demand planning 4. Supply planning 5. Key challenges 1. Overview 2. Strategy & Organization 3. Supplier Management 4. Process 5. Technology 6. Procurement management maturity model 1. Overview 2. Shop floor operations and site setup 3. Manufacturing strategy 4. Lean Six Sigma 1. Inventory fundamental 2. Order management 3. Physical inventory and warehouse management 4. Physical distribution
- 23. What is StrategicSourcing? 23 Strategic sourcing tries to achieve short-term and long-term corporate goals by: • Identifying opportunities • Evaluating potential sources • Negotiating contracts • Managing supplier relationships
- 24. Strategic Sourcing isa lot more than just Basic Cost Cutting 24 • Reduce the total cost of materials and services (“external spend”) for an organization • Maintain or increase quality and service • Upgrade overall purchasing bargaining power of the organization while decreasing the number of suppliers • Optimize the inventory levels • Improve overall level of supply chain management skills • Reducing excessive levels of purchasing transactions • Build the organization’s competitive position through sustained improvement in cost and supplier value
- 25. There are 2main categories of purchased items 25 Direct Goods and Services Indirect Goods and Services Direct Goods and Services are the components used to produce finished goods. For example, Procter & Gamble will need plastic to create its shampoo products. Indirect goods and services are items such as Office Supplies, Management Consulting Services, IT Hardware, Marketing,…that are used to support operations.
- 26. There are 4main types of Procurement organizations 26 Value of Centralization Complexity of Coordination High Low Low High Globalized purchasing • Procurement strategy and sourcing will be done at a global level for all divisions and countries • Typically for standard high-volume products belonging to an international market • Examples: Fuel Regionalized purchasing • Procurement strategy and sourcing will be done at a divisional level • Typically for customized/special • Example: Utilities Localized purchasing • Procurement strategy and sourcing will be done at a local level within a division or region • Typically for one-off products, specific products, or high value products in a local and fragmented market • Example: Catering Cooperative purchasing • Procurement coordination teams will be created to share procurement and supplier information. • Typically for specific spend categories where there are some commonalities, but different standards depending on the divisions or countries • Example: Engineering parts Types of Procurement Organizations
- 27. In the nextslides, you’ll see a small preview of the materials covering the objective II 27 I. Improve your supply chain management capability with our 5-phase approach: (1) Supply Chain Strategy, (2) Demand & Supply Chain Planning, (3) Sourcing & Procurement, (4) Manufacturing, (5) Logistics & Distribution II. Improve your organizational performance by simplifying processes and improving process reliability with Lean Six Sigma and the DMAIC methodology: (1) Define, (2) Measure, (3) Analyze , (4) Improve, (5) Control III. Apply Business Process Management (BPM) to design, implement and optimize your specific business processes IV. Build a strong business case to get your project approved by the executive committee, and build simple and sophisticated financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback period, WACC, etc. V. Prioritize a company’s potential initiatives based on impact and effort, and build your roadmap
- 28. Lean Six SigmaEssentials - Agenda 28 1 What is Lean Six Sigma? 2 What are the key benefits of using Lean Six Sigma? 3 How to implement Lean Six Sigma in your company? 4 What are the Top 5 Lean Six Sigma tools? 5 Top 20 questions you need to perfectly answer to master “Lean six Sigma”
- 29. Lean Six SigmaDMAIC Methodology 29 Define Measure Analyze Improve Control The best way to implement Lean Six Sigma in your organization is to follow the DMAIC Methodology :
- 30. Lean Six SigmaDMAIC Methodology - Phase 1 30 Define Measure Analyze Improve Control Define the problem and set your improvement targets 1. Define your customer and their requirements 2. Define the current process 3. Define the problem 4. Define your improvement goals and ensure alignment with overall company strategy 5. Develop a plan of actions Definition Key Steps
- 31. In the nextslides, you’ll see a small preview of the materials covering the objective III 31 I. Improve your supply chain management capability with our 5-phase approach: (1) Supply Chain Strategy, (2) Demand & Supply Chain Planning, (3) Sourcing & Procurement, (4) Manufacturing, (5) Logistics & Distribution II. Improve your organizational performance by simplifying processes and improving process reliability with Lean Six Sigma and the DMAIC methodology: (1) Define, (2) Measure, (3) Analyze , (4) Improve, (5) Control III. Apply Business Process Management (BPM) to design, implement and optimize your specific business processes IV. Build a strong business case to get your project approved by the executive committee, and build simple and sophisticated financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback period, WACC, etc. V. Prioritize a company’s potential initiatives based on impact and effort, and build your roadmap
- 32. Business Process Management(BPM) Essentials - Agenda 1. Introduction of Business Process Management (BPM) 2. BPM Principles 3. Process Modelling 4. Process Analysis 5. Process Design 6. Case Study 7. Top 5 questions commonly asked during our training sessions 8. Top 5 useful BPM quotes 32
- 33. What is thepurpose of process redesign? Identify possibilities for improving the design of a process As-is Process To-be process 33
- 34. What is thepurpose of process redesign? Identify possibilities for improving the design of a process Descriptive modelling of the real world (as-is) Prescriptive modelling of the real world (to-be) 34
- 35. There are 5key Process Redesign Approach Incremental change Transformative change 1 Continuous Process Improvement (CPI) Business Process Alignment Business Process Redesign Business Process Reengineering Business Transformation 2 3 4 5 35
- 36. There are 5key Process Redesign Approach 1 Continuous Process Improvement (CPI) 2 3 4 5 • Does not put into question the current process structure. • Incremental changes to process at the task level. • Seeks to identify issues and resolve them incrementally, one step at a time. • Helps to close a performance gap by eliminating causes of poor quality, process variation, and non- value adding activities. • Considered an on-going event in mature organizations. 36
- 37. When you designa process, is it better to write down the persons involved in the process vertically or horizontally? Both can be done. Please see below an example where the persons involved in the process are written vertically Participant Process steps (activities) Client Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 Employee 6 Activity Activity Activity Activity Activity Activity Activity 37
- 38. In the nextslides, you’ll see a small preview of the materials covering the objective IV 38 I. Improve your supply chain management capability with our 5-phase approach: (1) Supply Chain Strategy, (2) Demand & Supply Chain Planning, (3) Sourcing & Procurement, (4) Manufacturing, (5) Logistics & Distribution II. Improve your organizational performance by simplifying processes and improving process reliability with Lean Six Sigma and the DMAIC methodology: (1) Define, (2) Measure, (3) Analyze , (4) Improve, (5) Control III. Apply Business Process Management (BPM) to design, implement and optimize your specific business processes IV. Build a strong business case to get your project approved by the executive committee, and build simple and sophisticated financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback period, WACC, etc. V. Prioritize a company’s potential initiatives based on impact and effort, and build your roadmap
- 39. Business Case Insert ProjectName Author: insert your own text Project Sponsor: insert your own text Project Manager: insert your own text Change Manager: insert your own text Date: insert your own text Version No: insert your own text Status: E.g. 1.0 for final / 0.1 for drafts Insert your own logo
- 40. Document Purpose 40 The purposeof this document is to provide enough information on the potential project “insert project name” to decide whether or not to invest in it. This document will provide an overview of the following: • Business Opportunity & Suggested Solution • Project Objectives, Scope & Approach • Project Deliverables & Business Outcomes • Strategic Alignment • Dependencies & Constraints • Risk Assessment & Mitigation • Change Impact Assessment • Project Costs • Benefits • Net Present Value • Key Success Factors & KPIs Most of companies have either a very complex Business Case Template that nobody uses, or a Business Case Template which is not good enough to make robust decisions on whether or not to invest. Following the requests of many of our clients, we decided to solve this problem by creating a Business Case Template which is both comprehensive and simple to use.
- 41. Document Audience 41 Name RoleRequired / Optional John Doe Project Sponsor Required Insert Name Insert role Insert Required or Optional Insert Name Insert role Insert Required or Optional Insert Name Insert role Insert Required or Optional Insert Name Insert role Insert Required or Optional Insert Name Insert role Insert Required or Optional Insert Name Insert role Insert Required or Optional
- 42. Table of Contents 1.Executive Summary 2. Business Opportunity & Suggested Solution 3. Project Objectives, Scope & Approach 4. Project Deliverables & Business Outcomes 5. Strategic Alignment 6. Dependencies & Constraints 7. Risk Assessment & Mitigation 8. Change Impact Assessment 9. Project Costs 10. Benefits 11. Net Present Value 12. Key Success Factors & KPIs 13. Exhibits 42
- 43. Table of Contents 1.Executive Summary 2. Business Opportunity & Suggested Solution 3. Project Objectives, Scope & Approach 4. Project Deliverables & Business Outcomes 5. Strategic Alignment 6. Dependencies & Constraints 7. Risk Assessment & Mitigation 8. Change Impact Assessment 9. Project Costs 10. Benefits 11. Net Present Value 12. Key Success Factors & KPIs 13. Exhibits 43
- 44. Change Impact High Impact NetPresent Value $8M Number of Resources 12 Change Manager John Doe Cash Flow (US $ millions) Project Sponsor John Doe Intangible Benefits Insert your own text Project Costs $4M Tangible Benefits $14M Project Manager John Doe Strategic Alignment Insert the Strategic Objectives that the project is aligned with Lean Business Case Project name: Project description: 44 (5.1) 1.8 4.6 6.9 9.9 Year 1 Year 2 Year 3 Year 4 Year 5 This Lean Business Case is very important, as your CEO and Senior executives may not have time to deep dive into more details. It is the first section of the Business Case, but it is often done at the end.
- 45. In the nextslides, you’ll see a small preview of the materials covering the objective V 45 I. Improve your supply chain management capability with our 5-phase approach: (1) Supply Chain Strategy, (2) Demand & Supply Chain Planning, (3) Sourcing & Procurement, (4) Manufacturing, (5) Logistics & Distribution II. Improve your organizational performance by simplifying processes and improving process reliability with Lean Six Sigma and the DMAIC methodology: (1) Define, (2) Measure, (3) Analyze , (4) Improve, (5) Control III. Apply Business Process Management (BPM) to design, implement and optimize your specific business processes IV. Build a strong business case to get your project approved by the executive committee, and build simple and sophisticated financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback period, WACC, etc. V. Prioritize a company’s potential initiatives based on impact and effort, and build your roadmap
- 46. It is importantto create a simple matrix to prioritize all your potential initiatives. 46 The 2 criteria used in most prioritization matrix are: Impact Effort An initiative with a high impact would mean one of the followings: • The initiative needs to happen in order to achieve the desired future state • The initiative will significantly reduce our cost or increase our revenue The “Effort” criteria is assessed based on the followings: • Ease of implementation • Time frame required • Resources required (Number of people, capital investment, etc.)
- 47. The focus shouldbe on the initiatives that have a high impact and a low required effort 47 The focus should be on the initiatives that have the greatest impact and require low effort Impact Effort Prioritization matrix Low High Low High Longer term initiatives (actively work to reduce required effort) Initiatives to be prioritized Unattractive initiatives (do not pursue) Low value initiatives (pursue opportunistically)
- 48. Structure of theToolkit The Operations and Supply Chain Management Toolkit includes 350 Powerpoint slides and 20 Excel sheets categorized in 6 folders that you can download on your device immediately after your purchase. 48 1 2 3 4 Overview and approach Supply Chain Management Lean 6 Sigma Business Process Management 350 editable Powerpoint slides* 20 editable Excel sheets* + *Please note that the number of Powerpoint slides and Excel sheets listed is the number of unique slides and sheets. For example, a Powerpoint slide that has been duplicated to facilitate the understanding of our clients only count for 1 Powerpoint slide. 5 Business Case and Financial Model 6 Initiative Prioritization Matrix & Roadmap
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