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06/15/2010
Many companies have already introduced KPI systems, but there is a hidden catch: department-based weighting and internal system incompatibility brought about by mergers often hamper the evaluation process and make it difficult to focus on strategically relevant KPIs. Precise analysis of existing systems is therefore indispensable. The “J&M Supply Chain Performance” programme sees J&M consultants work in partnership with the client to identify those parameters, interdependencies and drivers which are of relevance to the specific operational situation.
As early as the planning phase, companies should give consideration to the technical practicability of the project. Is it possible to gather the data required? Which interfaces are involved? Project experience and knowledge of available technologies are of key importance if the realistic assessment of potential weaknesses and required investment is to be ensured.
The analysis of KPIs and the relationships between the various data sets gathered is carried out in the SC Performance Cockpit, the “control centre” for all participants. Depending on their role in the company, each participant can use the Cockpit to call up all data to the degree of detail they require. A logistics manager, for example, may require KPIs which are more aggregated or value-oriented than those required by a logistics assistant. To this end, J&M offers a useful visualization: the “Performance Management Lab” not only gives companies an idea of the form a solution based on SAP Business Intelligence tools could take, but also serves as a feasibility study which reflects the respective practical situation.
Once an operational foundation has been arrived at, there are still various specialist questions to be answered: How are the desired results to be achieved? Which tools can be used to facilitate system implementation? Measuring methods need to be selected and refined, and responsibility for the various KPIs is to be delegated. The results of these deliberations are collated in a roadmap which outlines the individual steps to be taken in the future. The roadmap also includes recommendations on system landscapes and IT architecture, and defines the path towards effective Supply Chain Performance Management.
Further information is available from: Dr. Boris Reuter, Practice Leader Performance Management, J&M Management Consulting, telephone +49 (0) 621 12 47 69 - 0 or via e-mail b.reuter
jnm.com.
Supply Chain Performance Management: Small steps, big impact
Many companies have already introduced KPI systems, but there is a hidden catch: department-based weighting and internal system incompatibility brought about by mergers often hamper the evaluation process and make it difficult to focus on strategically relevant KPIs. Precise analysis of existing systems is therefore indispensable. The “J&M Supply Chain Performance” programme sees J&M consultants work in partnership with the client to identify those parameters, interdependencies and drivers which are of relevance to the specific operational situation.
As early as the planning phase, companies should give consideration to the technical practicability of the project. Is it possible to gather the data required? Which interfaces are involved? Project experience and knowledge of available technologies are of key importance if the realistic assessment of potential weaknesses and required investment is to be ensured.
The analysis of KPIs and the relationships between the various data sets gathered is carried out in the SC Performance Cockpit, the “control centre” for all participants. Depending on their role in the company, each participant can use the Cockpit to call up all data to the degree of detail they require. A logistics manager, for example, may require KPIs which are more aggregated or value-oriented than those required by a logistics assistant. To this end, J&M offers a useful visualization: the “Performance Management Lab” not only gives companies an idea of the form a solution based on SAP Business Intelligence tools could take, but also serves as a feasibility study which reflects the respective practical situation.
Once an operational foundation has been arrived at, there are still various specialist questions to be answered: How are the desired results to be achieved? Which tools can be used to facilitate system implementation? Measuring methods need to be selected and refined, and responsibility for the various KPIs is to be delegated. The results of these deliberations are collated in a roadmap which outlines the individual steps to be taken in the future. The roadmap also includes recommendations on system landscapes and IT architecture, and defines the path towards effective Supply Chain Performance Management.
Further information is available from: Dr. Boris Reuter, Practice Leader Performance Management, J&M Management Consulting, telephone +49 (0) 621 12 47 69 - 0 or via e-mail b.reuter
jnm.com.