Chapter 9
Making the Journey Happen
Okay, you've built a case for change. Putting the business into perspective, you have been able to set and align your supply chain strategy to the corporate strategy and identify your strengths, weaknesses, opportunities, and threats. With some colleagues and engaging in a little Visioneering, you've identified some of the bigger rocks you will encounter and some big bets you would like to take on to move forward on your journey. You have gotten some support from a couple of your colleagues on a game plan to start the journey. Based on market and competitive intelligence, you can see where the market drivers are for your industry, and you've opened a dialogue with some of your counterparts in sales and marketing who agree that someone has to do something to stimulate more collaboration. They are supportive, but, without a formal process or system, they won't risk much more than some chats and sharing some information about what they are up to if you ask.
Based on your structural analysis, you have mapped out an Integrated Business Planning process across the Demand Management structures that can bring the right people together on a regular basis in a formal process that doesn't overextend any one group and can be supported, at least initially, by the current enterprise system. In a meeting with senior management, you present your findings simply and precisely, focused on improvements to return on invested capital, identifying working capital ...
