Business process optimisation or business process re-engineering allows the client to make their administrative and planning processes more efficient across departments and locations within an international network.
Experience shows that a business process analysis and optimisation project poses challenges for all those involved, in that at least three groups with different fields of knowledge have to work together:
- Employees from the departments involved along the supply chain:
They have expert knowledge of the business process. They are usually the people responsible for the processes that are being analysed in the warehouse, incoming/outgoing goods, product development and administrative/planning fields of daily operations.
- Employees from the participating IT departments:
They have the knowledge necessary to administer the processes using the relevant master data within the company’s IT systems
- The Metroplan modellers:
They have both the methodological knowledge of modelling and best practice experience in the relevant business processes and IT systems gained from other companies.
Metroplan-Approach and methodology
Metroplan fits its approach to the individual requirements of the customer, however, the following points are always a part of the methodology:
- Determining the key and support processes from procurement, factory, distribution and replacement logistics
- Process analysis (e.g. using the RACI method) taking into account the IT systems in place, as well as the relevant tools and documents
- Identifying organisational and/or technological weak points
- Comparison with the best practice solutions of other companies
- Developing and assessing fields of activity and their alternatives
- Setting KPIs to measure improvement
- Support in implementing the selected activity alternatives
- Uniform, efficient processes at all of a company’s locations and production facilities
- Reduced warehouse and transport costs thanks to better tariffs and optimised processes
- Less stock and shorter ‘cash-to-cash cycle times’
- Less staff costs due to optimised business processes, sales growth does not make additional staff necessary
- Corporate risks are reduced