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	Supply Chain Assessment Part 6 of 6
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	ASSESSMENT METHODOLOGY The methodology for completing the supply chain assessment is straightforward once the Supply Chain Proficiency Model is clearly understood. A six-step process ensues. 1. Create Project Plan A detailed project plan will describe the project and establish the re­sources required to complete it. The plan represents the deliverable for this step. A project kick off meeting communicates the plan to manage­ment and all participants. 2. Develop "As-ls" Supply Chain Proficiency Model      This step provides the baseline for supply chain improvements. Since each characteristic has to progress through the stages one at a time, the "as-is" model provides the starting point for analysis. An objective evaluation of the current proficiency is a critical success factor of the assessment. An enterprise may have difficulty evaluating its situation because mixed signals typically are being sent. The "as-is" Supply Chain Proficiency Model is the primary deliv­erable of this step. It includes key criteria for each characteristic that support the stage assessments. 3.  Develop "To Be" Supply Chain Proficiency Model The "to-be" model requires significant management participation. One cannot assume that Stage IV is a goal for every enterprise. Some of the factors that contribute to management's vision include •      current proficiency stage of the enterprise •      enterprise's position in the supply chain •      target time frame •      affordability. In developing the "to-be" Supply Chain Proficiency Model, man­agement needs to exercise good judgment. On one hand, the desirable target should be a stretch for the organization to achieve. On the other, it must be a realistic goal that can be achieved in two to three years.   In the deliverable, the project team must define a set of measurable criteria by characteristic for each target stage. The more specific the criteria, the easier it will be to define projects. 4.  Perform "Gap" Analysis As indicated by its name, this step analyzes the difference between the current and target situations. For each characteristic, the team will de­fine projects to logically progress from the "as-is" to the "to-be" states. The critical success factor for this step is to address the culture issues. Supply chain management changes the way the enterprise thinks. Moving from Stage I through Stage IV will require the implementa­tion of new paradigms. These changes will not happen automatically, and they will take management commitment and training at all levels of the enterprise. One or more organizational change management projects will be necessary within each characteristic. A sequential list of projects by characteristic defines the deliver­able for this step. Each project will include •      project description •      scope and objectives •     timeline •     budget. 5. Create Supply Chain Management Plan   In this step, the project team will organize the projects across charac­teristics. One objective is to achieve some "quick hits." Another is to maintain some semblance of balance across the Supply Chain Profi­ciency Model. The final deliverable for the project is created in this step. For the most part, the team organizes the information developed in previous steps. An exception is that the team creates detailed project plans for the next step projects—projects to be initiated in the next three months. 6. Gain Management Approval The final step of the assessment includes developing a management presentation that summarizes the contents of the final report, present­ing it to management and gaining management approval to proceed. For balance of this article, click on the below link: Lean Manufacturing Articles and go to Series 10 STAY CONNECTED To stay current on Lean Management Basics and Best Practices, subscribe to our weekly MBBP Bulletin... and we'll send you our PowerPoint presentation, "Introduction to Kaizen Based Lean Manufacturing™." All at no cost of course.    First Name: Your E-Mail:  Your personal information will never  be disclosed to any third party. privacy policy Here's what one of our 13,000 plus subscribers wrote about the MBBP Newsletter: "Great manufacturing articles. Thanks for the insights. I often share portions of your articles with my staff and they too enjoy them and fine aspects where they can integrate points into their individual areas of responsibilities. Thanks again."                Kerry B. Stephenson. President. KALCO Lighting, LLC "Back to Basics" Training for anyone ... anywhere ... anytime Business Basics, LLC 6003 Dassia Way, Oceanside, CA 92056 West Coast: 760-945-5596  © 2001-2009 Business Basics, LLC