You entered the implementation of your new supply chain model more confident and positive than you ever were before on any project. The "vision" in your mind was so clear, so brilliant. Management, suppliers, and customers were excited and committed to making the program a reality after hearing your presentation. The president of the company commented that when the implementation was complete, you would make a great prospective vice president. Nine months later, you're in front of the president again. This time it is to discuss why the "supply chain vision" has not been implemented. You leave the meeting feeling tired and frustrated because you have worked harder and longer in the last nine months to complete the implementation, but the partners just can't seem to get the "vision." It was so clear, so well thought out. Where has it failed?
Many of us have been in situations before where we felt the path being taken was the right one for our companies and those that support them. It could be as simple as implementing a new office supplies replenishment program to the most sophisticated global ERP system, [f you don't communicate the "vision" correctly and define the tactical, logistics side in advance of the implementation, you are destined to lose focus and control of your project.
To Be Continued
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