Supplier Performance Management V1 1
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The benefits and capabilities of Supplier Peformance Management through Business Process Automation framework
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Supplier Performance Management V1 1
- 8. Challenges In “Meeting the Challenge: The 2009 CIO Agenda,” improving business processes was once again ranked as the No. 1 business priority. . .” Gartner Executive Programs Report, July 2009 Inefficient Operations Slow Responses Disconnected Teams Rigid Systems Leadership Operations Suppliers IT Framework
- 27. Ricoh Orchestrates Your Supply Chain PEOPLE PROCESS INTEGRATION SERVICES Internal Participants, Often Cross-Functional External Participants Integration Model
- 30. SCM – Common Questions Question Typical Current Method Ricoh Capabilities What statistics are provided and how is historical information tracked? Statistics and historical metrics collected in spreadsheets, or, Access DB and not backed up Statistics identified by client and updated in recoverable DB and accessed through flexible & robust BPM tools How is the reporting structure matched to the organization? Standard set of reports require IT modification , or, spreadsheets/Access DB Utilize BPM and hierarchy workflow DB for standard and custom, user developed reporting. Can you modify flow to support revisions to process? Flow very strict, requires IT modification to update process and flows & documentation Flow is managed by client and modified based on client business requirements Methods for scoring the suppliers based on performance Standard updates for metrics and scores based on structured DB and coding Scoring is defined and via discovery and design process How is the re-work expense recovered? Structure and expense highly stringent. Expense recovered through AP and requires significant effort to modify Re-work expense and penalties defined by client and managed through BPM tool and integration with AP What is the cost to support this? Included in license and services
- 32. SCM – Common Questions Question Typical Current Method Ricoh Capabilities How are the key processes identified and managed for exceptions? Manually via spreadsheets, or simple requirements captured upon first receipt. Exception and handling requirements defined in discovery process and then maintained by end users in configuration. How is information shared and managed across the operation and the partners - Via legacy reports, spreadsheets & Access DB Information shared and managed by role and shared via web portal for ease and performance. How do you track on-time delivery? - Via legacy reports, spreadsheets & Access DB All statistics tracked via auto and manual updates during the process. Can the use be limited by role? - Yes by security access in legacy apps and by selective distribution of spreadsheets Yes, via role based access management What is the cost to support this? Included in license and services
- 33. SCM – Common Questions Question Typical Current Method Ricoh Capabilities How do you store & manage supplier performance statistics? - Legacy DB and spreadsheets that require coding and manual updates to support. Updated in hierarchical DB via auto and manual integration. What are the integration requirements? - Legacy stovepipe apps require coding changes Flexible and manageable via end user updates and auto integration to manual forms entry What are the requirements for publishing to the partners through the web? - Develop web site and integrate publishing from legacy apps. Manually maintained Web portal and role based access via BPM tool How do you manage the business process and workflow configurations? - Legacy apps require IT support and program changes. Documentation manually updated. Updated, created and deleted through tool . How do you manage security and access? - Manually via security access changes and limiting spreadsheet availability Security managed based on role and access requirements What is the cost to support this? Included in license and services
Editor's Notes
- This was a long tutorial, and sometimes we get the question, “why do we do this”. So I’ll start with a criminal. You may have heard of Slick Willie Sutton, the bank robber. It’s part of US lore that, when asked why he robbed banks, he replied “That’s where the money is”. Supply chains are where the money is in large companies, and is one of the biggest drivers of financial performance there is.
- Executives do not have the information they need to ensure that all of the organization’s moving parts are functioning in support of key business goals Lack of visibility into operations hampers executives in: Identifying where and how processes do not sufficiently synchronize with corporate goals Identifying where and how waste and inefficiencies can be wrung out Proving compliance with government and industry-specific regulations Enforcing new corporate policies, and measuring their impact, is difficult without a clear view into how work is actually being done Inaccurate or insufficient data, and slow access to that data, impede effective governance and risk management Aligning operations with strategic business goals requires: Communicating executive directions into the daily workforce Focusing IT on business goals and delivering real value Understanding the impact of change on the organization
- Executives do not have the information they need to ensure that all of the organization’s moving parts are functioning in support of key business goals Lack of visibility into operations hampers executives in: Identifying where and how processes do not sufficiently synchronize with corporate goals Identifying where and how waste and inefficiencies can be wrung out Proving compliance with government and industry-specific regulations Enforcing new corporate policies, and measuring their impact, is difficult without a clear view into how work is actually being done Inaccurate or insufficient data, and slow access to that data, impede effective governance and risk management Aligning operations with strategic business goals requires: Communicating executive directions into the daily workforce Focusing IT on business goals and delivering real value Understanding the impact of change on the organization
- Line of Business managers must be able to provide sufficient data and reporting to help executives meet their goals. Managers lack the real-time information they need to optimize their departmental operations and provide validation up the food chain. They can’t do effective skills management and workload balancing Lack of sufficient standardization of process and enforcement of escalation policies makes exception resolution cumbersome. When a crisis hits – around service levels, quality issues, regulatory violation, or the like – slow response times, slow access to process history and data, and questions about data validity impede fast, effective response. Managers need visibility into daily operations and work queues to: Predict workloads in the future for effective planning Optimize resources to complete work faster and more efficiently Communicate effectively with other departments Ensure compliance with process rules and regulations Prove value to executive leadership
- Line of Business managers must be able to provide sufficient data and reporting to help executives meet their goals. Managers lack the real-time information they need to optimize their departmental operations and provide validation up the food chain. They can’t do effective skills management and workload balancing Lack of sufficient standardization of process and enforcement of escalation policies makes exception resolution cumbersome. When a crisis hits – around service levels, quality issues, regulatory violation, or the like – slow response times, slow access to process history and data, and questions about data validity impede fast, effective response. Managers need visibility into daily operations and work queues to: Predict workloads in the future for effective planning Optimize resources to complete work faster and more efficiently Communicate effectively with other departments Ensure compliance with process rules and regulations Prove value to executive leadership
- IT must: Deliver new services Meet SLAs Manage existing infrastructure Do all with fewer resources Fundamental roadblocks include: Collaborating with business effectively to turn requirements into functional applications Delivering new business applications on-time (or at all) Accommodating changes to process applications without interrupting normal business All of the above can make it hard for IT to prove value to executive leadership
- Appian is uniquely capable of delivering the fastest process design & collaboration, the fastest process application deployment, and the fastest iterative cycles of process improvement in the BPM industry. We do this through a BPM software suite that is the most powerful, yet the easiest to use, on the market This combination of functionality and simplicity empowers business users to create and optimize their own process application solutions, while also enabling IT to extend and integrate those solutions Appian quickly creates a work experience for end users that is highly personalized and richly collaborative – providing the right data, in the right context, at the right time for employees to do their jobs more effectively Our real-time process architecture and unlimited reporting options give managers and executives a new level of insight into how their department or organization actually performs, and enable better strategic decision-making