Easily deploy a global supply chain procedure

In this project, which lasted a few weeks, we need to help the customer deploy a globally harmonized supply chain procedure. The scope is the supply of raw materials, from the planning of supplier orders, to the delivery of materials at the edge of the production line. 12 sites around the world are concerned.

The challenges amount to millions of euros in stock to be saved, and improved adherence to production planning. So an improved “delivery rate” as well.

Find the summary of the project in the video here:

https://youtu.be/2RIEdrZytZ0

Video supply chain process versus supply chain procedure?

To develop harmonized supply chain procedures, we hoped to start bottom-up, based on existing field documents.

The perimeter includes 12 sites around the world. When we started our work, we tried to inventory the procedures dealing with the subject of the procurement of raw materials.

In fact, there were so many that it was impossible to reference them all with certainty. Therefore, it is impossible at first glance to deploy a harmonized bottom-up procedure.

So we chose a top-down approach, based on a process approach. We delineated the boundaries of the process that interested us:

• Upstream: sales forecasts converted into drawn production plans and stock production plans
• downstream: the materials are available in the quantity, quality, and time required at the edge of the production line in buildings at the 12 sites.

We then identified the main steps in this part of the supply chain process, 8 in total. The first step is the conversion of industrial plans into supply plans and supplier order schedules. The final step is the delivery of materials at the edge of the line.

This high level vision of the process is fundamental to start aligning practices: we all speak the same language, and on the same perimeter. The playing field is delimited.

At this stage, we were careful not to describe the supply chain procedure. It was too soon...

Identify roles in the supply chain process

We then identified 15 actors, roles, who intervene throughout the supply chain process.

Using the same methods as Youtubers or advertisers, we then identified the context, motivations, and fears of each role. This point is fundamental for the construction of microlearning.

Let's detail these points a bit:

• The context: how old? What gender? What does a typical actor's day look like? What weight does the supply chain process represent in its daily activities? What pressures are exerted when the actor carries out his activities?... Be creative to determine exactly what state of mind the actor is in when they need to perform their tasks in the process.
• Motivations: why would the actor perform his tasks properly? What personal gratification does he get from it? What positive emotion does that create?
• Fears: what can the actor be afraid of, personally, in case of error or delay in completing tasks?

In fact, the last two points, which are obvious in the world of marketing and advertising, are particularly difficult in the quiet world of business. We don't dare to imagine the emotions of joy or fear caused by daily tasks. However, if you want your microlearning and your process to have an impact, you have to go through it.

We then focused our efforts on 4 roles in particular. The 20/80 approach guides us in this choice: which 20% of roles account for 80% of the actions and performance of the process.

Establishing the content pyramid by role

Here is another counterintuitive key! Indeed, we did not make a video presenting the supply chain procedure. In fact, we made several videos according to the following hierarchy:

• A video presenting the importance of this part of the chain process for each of the actors and for the company.
• A video presenting all the 8 steps of the process, the 10 golden rules, and the 3 key performance indicators.
• Then, differentiation as to be done by role, with a video presenting the supply chain procedure seen from each role:
  • The video insists on the interfaces between the roles. For the roles involved in the downstream stages, the procedure is presented on video, in the downstream and upstream direction. This allows them to understand where the problems they suffer at the end of the chain may come from. For the roles involved in the upstream stages, the procedure is presented on video, in the upstream-downstream direction. This allows them to become aware of their impact on the entire chain.
• Finally, for each role, a series of execution videos shows how to use IT tools (SAP) or logistics tools (scanner,...)

Publish content in the LMS

Here, we encountered a limit to our work. Ideally, the video content associated with the exercises should have been approved as standard procedures. They should then have been published in the LMS (learning management system), with a role-based learning path.

But our client's IT tools do not have the level of maturity necessary to carry out this last step. However, it remains fundamental! Thanks to this step, we can merge procedure and learning path. So, simplify the documentation, and therefore facilitate the execution!

Our work has made it possible to highlight these points and to make the right decisions on future developments.

A few figures

We did this work in a few weeks, with experts in the supply chain process. For their part, each expert spent one to two working days with us.

We were able to produce around twenty videos, for 4 roles. Over a complete perimeter, we would have produced probably a hundred videos.

And the gains?

As mentioned in the introduction, we saw that the gains are potentially very significant. Better control of the process throughout the chain amounts to millions of euros per year here:

• supplier delays avoided, making it possible to guarantee production planning, and therefore better use of buildings
• better inventory management, making it possible to lower security limits and therefore to reduce fixed financial outstandings
• better stock management to avoid the destruction of expired materials.

In addition, on the management of documentation and training, the savings are tangible. Dozens of documents and training kits can be removed from the systems. They can then be replaced by the combined procedure & microlearning system, which is less expensive to produce, maintain, and use by the actors in the process.

Here again, several hundreds of thousands of euros per year can be saved.