Category: Change Management

Is Your ERP System Scalable?

August 14th, 2019

erp successSince we happen to be working on 3 or 4 ERP system projects concurrently, the topic of ERP is top of mind.

Let’s start by saying upfront that we turn down ERP selection project requests. Not everyone needs a new system. Perhaps a process upgrade and better utilization of your current system will sustain your business for 3-5 years. If so, why divert attention? On the other hand, waiting “too long” will quickly spiral into disaster. How do you know which of these is your situation?

An ERP upgrade is one of the most significant initiatives a company can undertake, and the statistics aren’t good. 80% fail to achieve the expected outcome! Yet, if your ERP system isn’t scalable, hiding your head in the sand will lead straight to unmitigated disaster. Thus, it’s best to be proactive, diligent and strategic when it comes to this topic.

Selecting a system isn’t something to delegate to your IT person. Instead, it is something you must “own”. After all, if your system will support your resources so that you can grow the business with the peace of mind that your system will enable a high level of customer service with additional customer-friendly capabilities (such as a customer portal), support your #1 asset (your employees and partners) behind the scenes and allow your business to scale with minimal if any investment of time and resources, it suddenly becomes quite relevant.

The 80/20 of success relates to just two items:

  • Your critical success factors – what is unique to your company or industry and/or what drives customer differentiation and profitability
  • Your design and implementation partners – although the focus typically goes to the software, as with business, the 80/20 of success is with people and partners.

Having an ERP system that supports your business objectives is another key component of creating a resilient supply chain. If you’d like a rapid assessment on whether your ERP system will support your growth and business objectives, contact us. And please check out our resilient supply chain webpage.



Do You Have a Resilient Supply Chain?

August 11th, 2019

supply chain strategyThere is extreme volatility in today’s end-to-end supply chain.  Are you keeping up with all the changes?  For example, think about the following:

  • Tariffs & trade impacts
  • Data & security breaches
  • The Amazon Effect
  • New technologies such as 3D printing
  • Natural disasters, port strikes and more

The Resilient Supply Chain
Instead of allowing each of these incidents to impact you, we must create a resilient supply chain.  Are you proactively thinking about these topics?

  1. Agility– Instead of seeing agile as an IT or project management concept, we should be thinking about how to incorporate agility into every step / every piece of our end-to-end supply chain.  If a customer changes his mind, are we flexible enough to handle it?
  2. Speed – Is your supply chain set up for speed?  Customers are unwilling to wait.  I’ve found that I’m unwilling to wait anymore.  If I wait for a trusted advisor, service provider, subcontractor or even a client, it delays LMA Consulting. For us to be on the leading edge with clients, we must be ahead of the curve; not waiting for something that will be obsolete before we get it!  That is one thing we appreciate about our webmaster; he is speedy and understands priorities which is how we are able to announce a major content upgrade (thanks Scott).
  3. Predictive – In today’s complex world, we must also be predictive so that we are prepared from an 80/20 standpoint for the most likely unexpected events, trends and bumps in the road.  Thinking three steps ahead can go a long way in creating resilience.
  4. Collaborative – One of key components to creating a resilient supply chain with multiple partners is to collaborate.  There is no time to establish relationships and find ways to navigate volatility together if you haven’t already set a collaborative tone.
  5. Adaptive team – No doubt; the core to resilience is having an adaptive team where each members understands where he/she is headed and feels empowered to handle obstacles as they arise.

Have you thought about each interrelated partner, piece or parameter in your end-to-end supply chain?  How can you set it up to be resilient?



How Are You Keeping Up?

July 9th, 2019

In today’s Amazon-impacted, data overloaded world, it is one BIG challenge to just “keep up”. How are you keeping up with the latest industry trends, noteworthy products, emerging technologies and more?

It would be easy to spend 40 hours a week just “keeping up”. Of course, I wouldn’t recommend that as your competition would be happy to speed on by. However, this idea got me thinking about how executives should “keep up”.

Time isn’t a resource. We cannot make more time. On the other hand, time is a matter of priority. When we answer, “I don’t have time for that,” it means we aren’t prioritizing that topic or that person. We cannot prioritize everyone and every topic including how to stay up-to-speed.       

A few recommendations for executives to stay up-to-date on relevant information without taking “too much” time:

  • Make it a priority for your team to stay up-to-date.  If each of your team members is up-to-date on relevant information for his/her area, it will be half the battle. Ask for a bullet point summary of highlights.
  • Talk with customers.  One priority you cannot delegate is a certain amount of customer interaction and discussion on trending topics. How else will you steer the ship?
  • Attend key industry conferences. Typically, there is a flagship industry event our clients attend. No matter how busy, make room in your schedule to attend, meet with customers and suppliers and find out what is trending.
  • Focus some attention on your strategic differentiation. For example, a few clients are expert at sourcing. Thus, they better put some focus on this topic. Others are expert at manufacturing, e-commerce or a technical topic. Stay abreast of key trends.
  • Skim industry articles & the Wall Street Journal. Staying current on key events and how they could impact your industry and your company is essential.



Manufacturing & Supply Chain Expert Lisa Anderson Predicts Resilient Supply Chain Key to 2019 Manufacturing Success

January 22nd, 2019

Originally published on PR Newswire on January 17, 2019

CLAREMONT, Calif.Jan. 17, 2019 /PRNewswire/ — Manufacturing and Supply Chain Expert Lisa Anderson, MBA, CSCP, CLTD, president of LMA Consulting Group Inc., predicts that manufacturing will be a top economic force in 2019. Key to the success will be creating a resilient supply chain

“Economic volatility and uncertainty are the new normal. Instead of lamenting, clients should take advantage of the opportunity. There has never been a better time to stand out from the crowd with a superior customer experience amidst the chaos,” Ms. Anderson commented. LMA Consulting Group works with clients on manufacturing strategy and end-to-end supply chain transformation that maximizes the customer experience and enables profitable, scalable, dramatic business growth. The firm also conducts research to help clients predict future trends and embrace key priorities to succeed.

“Not only has the Amazon Effect driven customers to expect customized product and service offerings with rapid response, creating a greater demand for local manufacturing, it has also made innovation a cultural norm. Drones, robotics, IOT, artificial Intelligence, big data predictive analytics and additive manufacturing are transforming entire industries while providing the tools to create a customer-centric, resilient supply chain,” she said. LMA predicts that creating a resilient supply chain that navigates disruptions and provides a superior customer experience will be key to achieving peak performance.

Based on client engagements and research, LMA has identified 5 areas that manufacturers must address to be successful in 2019. It starts with superior customer service, and continues by taking a holistic, full circle view of the business. Understanding and preparing for volatility as the new normal will become foundational, whereas leveraging the collective power of the end-to-end supply chain and manufacturing capabilities will emerge as a critical priority, culminating in the need to create a resilient supply chain to be agile in these tumultuous yet exciting times that are ripe with opportunity.

“Manufacturing is on the forefront of breakthroughs every day.  From making the latest medication to cure cancer to customizing an engine part that will transform space exploration, manufacturing is uniquely positioned to have a lasting impact on our economy and our lives. For those who embrace the opportunity, the rewards will be tremendous,” Ms. Anderson concluded.

About LMA Consulting Group – Lisa Anderson, MBA, CSCP, CLTD
Lisa Anderson is the founder and president of LMA Consulting Group, Inc., a consulting firm that specializes in manufacturing strategy and end-to-end supply chain transformation.  She focuses on maximizing the customer experience and enabling profitable, scalable, dramatic business growth Ms. Anderson has been named a Top 40 B2B Tech Influencer by arketi group, a 50 ERP Influencer by Washington-Frank,ranked in the top 46 most influential in Supply Chain by SAP and named a top woman influencer by Solutions Review. She recently published, I’ve Been Thinking, an inspiring collection of 101 strategies for creating bold customer promises and profits. A regular content contributor on topics including providing a superior customer experience with SIOP, advancing innovation and making the supply chain resilient, Ms. Anderson is regularly interviewed and quoted by publications such as Industry Week, tED magazine and the Wall Street Journal.  For information, to sign up for her Profit Through PeopleTM Newsletter or for a copy of her book, visit LMA-ConsultingGroup.com.

Media Contact                                                             
Kathleen McEntee | Kathleen McEntee & Associates, Ltd. | p. (760) 262 – 4080 | 207843@email4pr.com



Are You Able to be Resilient in Your Decision Making?

November 12th, 2018

 

As we kick off our new series “The Resilient Supply Chain”, we are thinking about all the aspects of resiliency.  It is overwhelming as to the volatility of almost every aspect of the end-to-end supply chain. Just in the last month, there have been many events/ factors that have created disruption:

  • U.S. and Mexico reaching a trade agreement
  • U.S. and Canada still at an impasse with respect to trade negotiations
  • U.S. and China still imposing tariffs on each other
    • Ford cancelled plans to produce a small car in China based on these tariffs.
  • Fires have and are plaguing California – the worst in history
  • The Big Island in Hawaii is just starting to pick up the pieces after the volcano
    • We’ve heard about severe impacts on the businesses and customers in that areAnd earlier this week, although not serious (thank goodness), there was an earthquake in the next town over from our office

The Resilient Supply Chain
Instead of panicking as each of these events or disruptors occur, creating a resilient supply chain can provide a proactive approach to this current state market condition.  One of critical aspects of taking a proactive approach instead of a reactive one is to think about whether you are able to be resilient in your decision making.

Here are some considerations:
1.  People – Good decisions stem from good people.  Thus, it always makes sense to start there.  Do you have people in leadership positions and other key roles that you would want to make decisions in your absence?  (Just this past week, a potential client was killed by a drunk driver while he was on a motorcycle. We would certainly rather be prepared for winning the lottery but the question remains:  Are your people ready to make decisions?)

2.  Data – Although good people can make up for a lot, you also need the “right” information and relevant background to make key decisions.  Do your systems allow you to retrieve meaningful data for decision making? Every single ERP selection client prioritizes business intelligence/dashboard reporting tools as high on their list of priorities for good reason!

3.  Input – Although this can be considered part of people and data, it’s worth calling out on its own.  Do you gain input from trusted sources (colleagues, customers, suppliers, trade association colleagues, industry groups and more)?  Recently, our APICS-IE instructors had an issue arise with updated learning materials – in essence, they were not set up for learning to occur.  Clearly a BIG issue for an education and value-focused organization! Fortunately, after 3 or 4 calls, we had several ideas on how to dramatically improve the process and overcome the obstacle.  In another example that occurred recently for a client project, we had a significant challenge in explaining a complex concept that was critical to success. If we didn’t get past that barrier, results would NOT follow.  It took 5 or 6 calls with excellent input from all as well as testing out ideas before we came up with the ideal way to convey the concept, and it “worked”!

4.  Speed – Slow decision making is worse than no decision making.  In today’s Amazonian marketplace, your customers will be LONG gone if you are slow to make decisions.  I’ve noticed that I am a LOT less tolerant of slow responsiveness even in my own business (and for things I would have been fine with a year ago).  I have to be to remain viable, and so do you! Thus, as it relates to having the ‘right’ people with the ‘right’ data and ‘right’ input, you must also have them at the ‘right’ time.

Have you put thought into your decision-making process before decisions must occur?  Ponder these critical elements, put them in place and you’ll be prepared to successfully navigate the volatility of today’s business decisions.