A holistic playbook to transform S&OP
We applied our ETA methodology to align strategy, processes, organization, and the tools to enable best-in-class S&OP.
First, our supply chain team assessed the current state of the client's S&OP procedures to determine gaps in its people, processes, and tools. This gauged its digital maturity and readiness for the next steps. Then we measured these findings against pharma industry standards. This gave us a foundation for planning and executing a best-in-class operating model to identify complementary tools and partners. Before deciding on the technologies, we assessed how to get the best value from the current infrastructure. This holistic approach maximizes value prior to the deployment of any new technology investment and avoids replicating current pain points in the future.
All these findings helped us craft the required technology architecture and selection process for supply chain partners. This included:
- Evaluating best-in-breed supply chain solutions against the value they would deliver to the organization and recommending the best fits
- Creating profiles of candidate vendors and recommending which to work with
- Identifying the resources and efforts the company would need to allocate as digital transformation was underway
- Developing a detailed transformation roadmap of how the new digital tools would impact process design, organizational alignment, and planning strategies
The ETA approach ferrets out the obstacles and challenges that can derail a supply chain transformation initiative. We conducted it in sprints – short, iterative rounds of work to break down the larger, complex project. When we'd finished, we put the implementation plan in place (figure 1). We also deployed a communication and change management toolkit as well as a tool recommendation and implementation project plan.