SupplyChain Magazine June 2018 | Page 16

1 . People ( capability maturity , learning & development roadmap , improved engagement );

2 . Product ( what are our core products and services and do our stakeholders understand them ?);

3 . Process ( are the core processes effective and do business partners understand them ?);

4 . Platforms ( the right data , document and information management tools , source-to-manage , and simple task automation );

5 . Partners ( the approach to internal business partner management and external supply partner management );

6 . Planning ( collaborative cycles , to cocreate on innovation , for example );

7 . Pace ( the rate of change and the cadence , or rhythm at which the business can regularly and consistently deliver projects that effect change );

8 . Progress ( measuring everything so that all processes can be evaluated , Voice of Customer , Voice of Supplier , Value Creation ).

His strategy for changing the operating model was formulated under ‘ eight Ps ’:

1 . People ( capability maturity , learning & development roadmap , improved engagement );

2 . Product ( what are our core products and services and do our stakeholders understand them ?);

3 . Process ( are the core processes effective and do business partners understand them ?);

4 . Platforms ( the right data , document and information management tools , source-to-manage , and simple task automation );

5 . Partners ( the approach to internal business partner management and external supply partner management );

6 . Planning ( collaborative cycles , to cocreate on innovation , for example );

7 . Pace ( the rate of change and the cadence , or rhythm at which the business can regularly and consistently deliver projects that effect change );

8 . Progress ( measuring everything so that all processes can be evaluated , Voice of Customer , Voice of Supplier , Value Creation ).