Background
Our client identified that their existing back- office solutions were not fit-for-purpose for an organisation of their size, and that this was limiting their ability to grow. Although they had selected a new ERP system, they wanted to take the opportunity to redesign their processes, resolve existing issues, and mitigate any risks prior to introducing the new ERP system.
What we did
We were engaged to conduct an end-to-end review of their current supply chain processes across three distinct businesses within the group. Before starting, we developed and implemented a stakeholder management and engagement plan that identified all stakeholders involved in each stage of the supply processes.
We prepared and facilitated internal workshops with directors and senior subject matter experts from all related teams across the supply chain to map the current processes and outline the desired future state process improvements.
We identified and documented the pain points and resulting change initiatives in each process that would need to be resolved/delivered prior to the introduction of the new end to end supply chain process.
We walked-through the ‘to be’ processes with Directors and SME’s to obtain agreement prior to communicating the new supply chain process to the impacted teams.
We formulated a comprehensive risk and issue log handed over to directors to mitigate and manage prior to the ERP implementation.
The Result
All stakeholders of the end-to-end supply chain process felt listened to and confirmed they were fully involved and able to contribute to identifying improved ways of working to shape the new end to end process.