Program Management & Execution Leadership
Program Management & Execution Leadership
Thoroughly thought out SCM plans have failed to deliver due to lack of program management and efficient execution. Execution forms the key to delivering results and operational excellence has become the top priority for top management across industries. Operational excellence starts right from the point when strategic business decisions are made, a well designed plan may not be executable on the shop floor if important decision drivers are overlooked. For a sustainable execution of any operation, strategizing with an eye on ground level realities goes a long way in successful execution. Program management of any execution should ideally be a separate project in itself, with clear timelines and resource allocation. We at Aqua MCG understand that equal importance needs to be given to the execution stage for a successful project completion. Cost, service and quality are the major key performance indicators for any industry and they are the result of operations rather than anything else. Strategic decisions cannot work on their own if not operationalised efficiently. With better informed, ever demanding customers, companies can hardly overlook the operational issues which may lead to inferior service levels, increase in cost or loss of customer altogether. Globalization has opened the gate for low cost players in the market, which requires companies to squeeze out the inefficiencies prevailing on their execution part. Performance improvement opportunities are there for all to see but their execution remains a big challenge. Meeting the expectation of all the stakeholders involve in the execution process is always a tough ask, which is why setting achievable goals, taking each participant into confidence, assigning the owner of each of the sub process, and having a strong inclination of the top management go a long way in a seamless execution. Each execution brings along certain changes in the existing processes
Last Updated On:10/21/2008 3:33:02 PM
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Services »Domains »Information Technology
Procurement Co-Sourcing & Management Services
Your business functions are designed and mandated to allocate resources (business bandwidth and capital) on core activities which directly fuel business growth. Your non core Sourcing & Procurement function takes a back-seat and ends up being a supporting activity to the business resulting in:
Cost leakages
Suboptimal price discovery
Lack of new vendors in business operations
Maverick buying
Contract non-adherence
Preferential vendor treatment
Poor vendor management practices
Inefficient & incomplete material catalogue and specifications
How do you transform your Sourcing & Procurement function from a non-core/supporting set of activities to a strategic business enabler that positively impact your bottom-line and delivers competitive advantage over your peers? How would you ensure that your Sourcing & Procurement activities guarantees the
following tangible results:
Year-on-year landed cost savings.
Be more responsive to the business’ needs.
Reduce total cost of ownership for MRO items.
Increase service levels from suppliers.
You need to squeeze inefficiencies out of your sourcing & procurement function. You need to make the entire procurement process lean, transparent, compliant and fast. You need to reduce landed cost of materials on a progressive basis. And you need sourcing experts who can manage your sourcing requirements on a commodity basis. Its not an one size fits all approach, nor a mechanical engineer sourcing all
Last Updated On:7/6/2011 3:14:40 PM
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