for Effective Customer Relationship and Supply Chain Management while Achieving Productivity Improvement

Overview

Despite the strides of the 1990’s, the processes and organization structures of many companies and governments remained unchanged or outdated. As a result, many organizations have not realized full potential and many have failed outright. One of the problems was the unfounded belief that E-Business was to be independent and had nothing to do with the firm’s traditional business. In reality E-Business should help increase an enterprise’s productivity and profitability by taking advantage of its standard business practices. This phenomenon is not different from what happened with telecommunications and other technologies as they made inroads into business applications during the past 50 years. What became evident in successful organizations with the introduction of new technology was the necessity to reengineer basic business processes. Many early reengineering efforts were not successful due to poorly stated objectives, insufficient planning, deficient methodology, lack of data sharing and failure to address human resource issues.

The objective of Business Process Redesign is to take advantage of new emerging technologies such as the Internet, Multi-Media and Wireless Telecommunications by rethinking the basic business processes. This should lead to great improvements in profits, productivity, competitiveness, and customer service. Many Business Reengineering approaches currently advocated are more technology centric and have become impersonal to customers. This has resulted in the increase of the customer dissatisfaction with services offered.

Our Business Process Redesign approach involves defining the mission of the overall business, identifying the core processes impacted and rethinking them from the Business point of view. It starts with enterprise’s over all business strategy, and defines the target customers and distribution channels. Core processes are then redesigned working with key stakeholders. Special attention is given to enhancing customer relationship and supply chain management as well as other core processes.

Enterprise data sharing and emerging technologies are key enablers for successful process design. Projects that ignore data sharing – across processes, systems and organizations, do not realize their full potential. The seminar illustrates how to engineer processes leveraging on data sharing and the power of emerging technologies. This simple 14-step approach brings processes, data and technology together synergistically. Importantly, the seminar also addresses the issues associated with the organization and human behavioral change management.

In this seminar you will learn how to plan a Business Process Redesign project for key stakeholders and define their values, generate “out-of-the-box” thinking and rethink the affected processes. You will explore the benefits of incorporating quality metrics and monitoring which makes continuous improvement an integral part of the processes. You will also learn how successful efforts lead to a learning organization which is responsive to stakeholder needs in a rapidly changing global environment.

Questions Answered

• E-Business versus traditional business – conflicting or complementary
• Why rethinking core processes is necessary.
  
• How can I apply process redesign technique?
  
• How can I accomplish Customer, Vendor and Human Relationship Management objectives in the same project?
  
• What kind of project team do I need? Should project members be full time?
  
• How do I train the project team?
  
• How do I know when and how to benchmark?
  
• What is data sharing and why it is so important for E-Business? How to accomplish it?
  
• How do I incorporate metrics in the processes being reengineered?
  
• How do I foster a partnership between IT, process owners and Quality Management experts?
  
• How much time do I spend analyzing the current processes?
  
• How do I identify and address human resources and culture change issues?
  
• How do I get synergistic cooperation from the supply chain partners?
  
• How do I convince the management that a good process design is essential for successful E-Business implementation.
  
• What are problems and pitfalls and how do I avoid them?
  
• What are the critical success factors?

Who Should Attend

• Senior Management
  
• E-Business Project Managers
  
• Corporate Planners
  
• E-Business Project Teams
  
• Business Reengineering Executives
  
• Business Process Redesign Team
  
• Business Managers
  
• Organization Development Executives
  
• Business Reengineering Staff
  
• Project Managers
  
• IS Executives
  
• IS Managers
  
• Systems Analysts
  
• Process Owners

Agenda

• Concepts and principles; traditional versus new
  
• Customer, vendor and human relationships
  
• Learning from E-Business mistakes through case studies
  
• Guiding principles for successful redesign

Planning and Scoping the Project

• Identify stakeholders
  
• Project team selection and training
  
• Management education
  
• Project deliverables definition
  
• Methodology customization
  
• Project initiation document
  *Planning Workshop

Defining Project Expectations

• E-Business vision, mission, goals and objectives
  
• CRM goals and objectives
  
• Supply Chain goals and objectives
  
• Project goals for Reengineering
  
• Executive management commitment

Developing a Top-Down Process Model

• New paradigms for E-Business
  
• Markets segmentation
  
• Communication and distribution channels
  
• Defining E-Business core processes
  
• Incorporating CRM, VRM and HRM processes
  
• Incorporating quality management processes
  
• Review with knowledgeable users
  *Process Modeling Workshop

Benchmarking Processes

• Objectives of benchmarking
  
• Identify global leaders
  
• Interview selected candidates
  
• How to apply benchmarking

Assessing Current Process

• Current process assessment
  
• Develop process maps
  
• Identify current and anticipated problems and bottlenecks
  
• Root cause analysis
  
• Inventory of current systems
  
• Work and information flows

Analyzing Data Needs

• Importance of data sharing
  
• Identification and analysis of data problems and conflicts
  
• Capitalizing on data sharing across processes
  
• Inventory of data warehouses and legacy databases
  
• Addressing data quality, integrity and security issues

Redesigning Processes

• Refining E-Business processes
  
• Brain-storming for new ideas
  
• Shortening the supplier/customer chains
  
• Refine with data sharing
  
• Refine assuming new technologies
  
• Review with visionary experts
  *Process Redesign Workshop

Defining Technology Requirements

• Technology assumptions
  
• Build vs. Buy vs. Use Commercial Portal decision
  
• Growth and capacity planning considerations
  
• Technology risks and enterprise readiness analysis

Prototyping Objectives

• Prototyping the technology alternatives
  
• Dynamic prototyping for response time
  
• Prototyping human engineering
  
• Simulate competitive moves
  
• Problems and pitfalls of prototyping

Incorporating Quality Management

• Definition of customers – external and internal for each process
  
• Defining customers’ quality expectations
  
• Designing process matrices
  
• Quality monitoring, reporting and decision-making tasks
  
• Monitoring customer, supplier and business partners’ relationships
  
• Continuous improvement mechanism
  *Quality Management Workshop

Assessing Organization Impact

• Staffing and skill-set requirements
  
• Organization change assessment
  
• Developing an ongoing participation of customers, suppliers and partners

Addressing Human Resource Issues

• Behavioral change requirements
  
• Change management plan
  
• Education and training programs
  
• Communication programs
  
• External stakeholder issues
  
• Implementing shared learning programs for change management

Analyzing Cost/Benefit/Risk

• Tangible benefits definition
  
• Intangible benefits/improvements
  
• Corporate costs vs. value
  
• Risk assessment
  
• Cost/benefit model development

Developing a Migration Plan

• Project implementation scheduling
  
• Organization migration plan
  
• Coordinating systems, technology, and data migration
  
• Implementation success factors
  
• Change management
  
• Process management office

Conclusion

• Problems and pitfalls to avoid
  
• Critical success factors
  
• Words of wisdom