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To ensure sustainability, organizational promoters must be aligned to support initiatives. It is important that communications of what was accomplished, how these actions supported strategic goals, and what can be expected in the future are provided to the organization’s


Creating, analyzing, and interpreting metrics dashboards.

many stakeholders. Employees also need to practice the new behaviors. Therefore, leadership support is important. Training in the new concepts and ways to do the work are important to ensure people are comfortable with the changes. Rewards and recognition incentives must be updated to institutionalize the changes to reinforce the preferred behaviors. This requires polices, processes, and roles and responsibilities that are easy to understand. As we promote reinforcing behaviors, we also must avoid those behaviors that work against the changes. People should also know what to expect when using new tools and methods. There are advantages and disadvantages with any initiative. In other words, one initiative may be preferred over another for certain types of issues. No matter what, the new ways of working need to align with the organization’s strategic direction. There should not be conflicting priorities with other initiatives.

Improving the value content of a global supply chain requires understanding diverse tools, methods and concepts, and their interrelationships in the context of strategic goals. As an example, Figure 14.4 integrates


Control - integrating process improvements.

several the initiatives discussed in this book into a single framework. Each organization within this framework must develop effective and efficient processes through its supply chain to increase customer satisfaction and productivity. Competitive organizations manage these assets and processes for higher productivity than competitors. This is their basis for superior performance.

Organizations simultaneously must meet the requirements of several standards systems for auditability when changing products, services, and other work processes. It is important to work with international and national organizations to create these standards and to develop products and services that exceed them to remain competitive. The effectiveness of sustaining improvements is measured against internal and external standards relative to consistency and audibility.

Metrics dashboards help monitor and control the improved processes. They also link higher-level metrics to lower level metrics that are timely and actionable. Ideally, if an organization’s processes are well documented, then they can be organized into a framework or model showing how the metrics and metadata are related and impact each other. The Dupont financial model discussed in Chapter 7 is an example of how financial and operational metrics should be organized to show the underlying dependencies. Dashboards have evolved to the point that they are supported on many device platforms such as mobile devices and available from cloud infrastructure from anywhere and at any time. They are also increasingly collaborative and intuitive tools. This promotes rapid decision making. Dashboard reporting uses 360-degree views of financial, customer, and operational performance data created through many sources, including the IoT. This ensures that reporting is always up to date. It should be noted that there are different types of dashboards that differ in sophistication.

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