Improving data governance and transforming
a supply chain business
The Situation
Downward pressure on costs, changes to the marketplace and increasing corporate intrusions was turning this the supply chain business into a commodity and the Board realised they needed to raise their game. Through acquisitions, the supply chain business took control of a software house with a system in the end-client for its service and two procurement businesses. This meant that it had data from the manufacturer through to end customer which enabled them to understand the buying decisions of the customers and could then advise manufacturers on their strategy, adding value at every touch point.
The Task
Establish a PMO for an organisation with no project management experience, develop a methodology and train out to naive project managers, and initiate a programme to merge four organisations (a supply chain business, software house and two procurement businesses). Objectives of the merger – to double operating income, double turnover, become a data-driven business and be branded as one.
The Action / Approach
Controlling costs and delivery without compromising quality
Increased planning and forecasting efficiency and effectiveness
Increased visibility of benefits realised from delivery of projects
Increased transparency of costs / effort
eliminated weak project prioritisation, approval, compliance and sponsorship Left a legacy imprint by developing a ballenced scorescardIncreased insight from visibility of Portfolio Data anced scorecard and establishing Champions steeped in the cultural change that had been rolled-out in all operational areas.
Defined and rolled out the project management methodology to naive project managers
Initiated projects for changing the business sales strategy moving towards an account management model (including innovation of new products)
Defined the data architecture to deliver value through data-driven decisions.
Installed automation software to bring control to governance and increase the visibility of progress and issues to the Board with transparent reporting.
The Result
Brought initial pace and agility to the programme. Clarified purpose and processes. Worked with third-party suppliers to ensure alignment and reverse-mentored incumbent Head of Projects to become the Programme Manager
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