Mar 2021
British Premiere League as blueprint for SCM/Logistics
Week after week, the clubs in the British Football Premiere League are a vivid example of the professional interaction of different interest groups.
Forward (sales, logistics), midfield (product development, production control, purchasing), defender (production, warehouse), goalkeeper (controlling), led by the trainer/manager (COO), have a common goal.
To sell a successful product to the club (CEO, CFO) and viewers (customers) while making a profit.
But what do companies in industry, services, etc. do?
They do a lot (everything) for external customers, nothing or very little for internal customers.
For internal customers, the interaction is underdeveloped and in dire need of improvement.
Why are "internal" customers not seen and treated the same as external customers?
Are there any internal customers and internal suppliers at all and how do you deal with them as an entrepreneur/manager and as an employee and colleague?
Requirements:
- I am responsible for a profit-oriented organization/company and do not regard customers as a disruptive factor in my internal, cost-optimized processes.
- My company is in competition with comparable organizations/companies.
- I do not have a monopoly on my products/services.
- I know the needs of my target customers very well.
- I do not work in a government/regulatory organization.
If you meet the above requirements, then please read further.
If not, thanks for taking the time to get here.
The internal customer/supplier
Statement from the entrepreneur/manager to the workforce:
"Any employee who doesn't have a customer is superfluous". Who is your customer?
After a long silence as to what the question might mean, the answer quickly comes: "My manager is my customer" or "I don't have a customer because I don't work in sales."
Both answers are wrong. And..."Every employee has a customer!"
The only question is to recognize this and to treat it accordingly.
"An internal customer is a person/department/business unit who has or expects added value from my performance/quality as a basis for being able to provide their own performance/quality".
"As a chain member of my internal processes, the internal customer serves as an entrepreneur to make a profit in order to be ready and well positioned for possible market changes in the future."
Requirements:
- IAs an entrepreneur/manager, I must first define the goals of the respective departments/areas. Organization/ company should fulfill, in terms of corporate objectives.
- Do I have an (updated) company objective and have my organization fully (not just selected people) made it accessible?
The question of the internal customer-supplier relationship is often and happily answered as a matter of course and as a form of cooperation. This is not a matter of course and is also repeatedly considered as a result of daily practice not-of course exposed.
Why are there always "conflicts of interest" between sales/production control/production/purchasing/product development and warehousing/logistics?
Why do the parties mentioned have different interests at all?
Why don't they have a common corporate interest?
Don't departmental KPIs fuel these different interests and even more "silo thinking"?
Why are employees and managers not compensated in relation to the company's results?
Consulting Approaches
We offer the following suggestions for your external & internal customers to satisfy, while at the same time increasing delivery performance and sustainably securing your company's profits.
- Free quick check of the current situation of your organization in an initial consultation
- Proposal for an integrated supply chain planning including management control and reporting system (MCRS)
- Phased plan for the phased introduction
- Proposal for an internal customer-supplier system
- Communication strategy proposal
- Proposal of an alternative remuneration system for all interest departments
- Leadership & project management for implementation/introduction
- Employee retention and creation of a mobility return by establishing your own pension scheme, while increasing liquidity at the same time
We don't have "the solution", but we have both that Consulting know-how (expertise) as well as needs-based Implementation know-how (discretion & efficiency) , to be your professional partner.
We are aware that this can be a complex task that requires a needs-based, customer oriented Approach required, and possibly requires a lot of sensitivity or makes it necessary.
Prerequisites here too:
- They are ready, critical and (really) open-minded.
- They are willing to "get wet" when they "get washed".
- You as an entrepreneur and manager "go ahead".
- You have the courage, confidence and trust that your organization will make changes in line with the corporate success and is also (finally!) ready to implement.
You will see things in your business that you never thought possible.
Try us. Put us to the test. We accept the challenge. You will be surprised.