Value Chain Process Improvement Consulting

Vecco and its partners provide the resources you need to define and deploy business network solutions across the entire end-to-end supply chain. We possess some of the most knowledgeable supply chain experts in the world. Our professionals work closely with your team to plan and execute all aspects of a tightly defined and pragmatic strategy that replaces complexity with clear achievable goals. Throughout an engagement, our professionals leverage codified best practice processes and change management methods to help you create a solid and proven platform for transformation and on-going continuous improvement. Vecco offers experience, best practices and tools to:

 

  • Help you assess your current best practice maturity
  • Create an actionable and logically-sequenced process improvement roadmap
  • Create alignment among the organization’s visionary aspirations, key strategies, essential objectives and actions for achievement
  • Define objectives and metrics to measure progress against roadmap
  • Ensure change management processes are in place
  • Identify technologies and solutions that can help you achieve sustained advantage
  • Perform rapid prototyping to flush out requirements and drive consensus
  • Deliver training to build competency and engage people at all levels
  • Deploy solutions, confirm success and on-board partners
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

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