Implementation Methodology

  • Understand client’s pain points
  • Document the opportunity
  • “Test drive” option to prove practicality
  • Configure initial network with key partners
  • Integrate heterogeneous data into Vecco platform
  • Configure processes, events and alerts in Vecco
  • Execute initial solution, then repeat for N value propositions/sites/product lines
  • Constantly evolve solutions as needs change
Responsibility Lies with Leaders

Responsibility Lies with Leaders

First published in the April 2012 edition of the Lean Management Journal (LMJ) and republished here with permission. When it comes to sustainably and profitably growing an organisation in the face of changing market conditions, Roddy Martin identifies various ‘disconnects’ within these initiatives. To understand and manage these disconnects, a four-layer management system must be well understood by executive leadership teams: Systems of Control, Systems of Record, Systems of Process and Systems of Venture and Sufficiency. Another disconnect is IT’s role within these four layers in order to collaborate, not hinder the process. Roddy explains how executive leadership teams can overcome these hurdles. Roddy Martin proposes a four-layer management system model and explains why alignment between these four layers is so critical. As continuous improvement and supply chain performance improvement practitioners, we know that aligning business operating strategy and business performance improvements, and building end-to-end supply chain capabilities to achieve competitive advantage, are merging to achieve one goal: To grow sustainably and profitably while weathering the dynamics of market change. In reality, however, ‘disconnects’ and ‘project-based approaches’ in these initiatives highlight cross-functional gaps that stand in the way of collaboratively building an end-to-end business with demand-driven process capabilities. “Disconnects” are characterised in the following leadership questions: What is the challenge involved in translating and aligning the business operating strategy into end-to-end business processes and supply chain design, and in achieving sustainable performance improvement capabilities by aligning with continuous improvement? What factors are in the way of aligning and synchronising IT with business and supply chain transformation? How is leading and managing the transformational change embedded into every maturity stage... read more

Have A Question

Contact Us

VCRP™ Has Proven Implementations To Over 3,000 Trading Partners

Become One