Supply chains ultimately thrive or deteriorate based on the capabilities, motivation, and clarity of purpose reflected by the people operating them. Both from a top-down and bottoms-up perspective, the individuals that make and execute decisions are successful to the extent that they are properly trained, practically informed, and suitably organized. Supply chain management requires the coordinated efforts of many, many people across traditionally separate departments or functions, so enabling the supply chain “organization” is seldom a straightforward or simple task.

 

Spinnaker uses a comprehensive framework called Accelerated Organizational Performance (AOP), taking the essentials of Change Management, Organizational Design and Enablement, Training, and Communication and combining them into an integrated organizational development program. The AOP framework starts with your organization’s overall philosophy, strategic goals, and core values and develops a maturity map that characterizes key strengths and gaps deserving attention in planning the future state organization and its capabilities. With AOP, Spinnaker provides a complete set of services, templates, and expertise to help your company to leverage advanced tools and methods with a workforce that rises to meet the challenge.

 

 

Some advantages that AOP provides include:
 

  • Clear, measurable attainment of targeted chain results

  • Creating a “supply chain’ culture within the company

  • Improving employee retention and minimizing the costs
    andimpact of turnover

  • Centers of Excellence and enhanced sustainability of
    critical processes

  • Reduced training and retraining costs

Organizational Design

Organizational Change Management

Training & Skills Development
 

Developing Centers of Excellence
 

Adoption Compliance Audits

Organizational Design

By their nature, supply chain processes involve many functions in the traditional hierarchical organization. Designing the ideal organization with supply chain performance in mind requires both horizontal and vertical perspectives and must account for the impact of change on many departments and roles. Often ignored because it is hard to identify and measure, organizational alignment and readiness are in fact essential ingredients of supply chain transformation success.

Spinnaker’s Organizational Design approach is a complete and systematic process for assessing, designing, and implementing organizational change. It comprehends not just the logical but the political and emotional dimensions involved with business transformations, as well. Spinnaker leverages leading practices to define a reliable framework for assessing core capabilities and identifying opportunities.

OD assessment must consider:

  • Recent and impending business changes, such as mergers, acquisitions, or major internal strategy changes

  • Current organizational structure performance, origins, and concerns

  • Cultural norms and conflicts​

 

Pursuing such questions helps to address complex interdependencies and assists the organization in aligning across all dimensions of organizational design to match profit and growth objectives with a suitably skilled, trained and coherent workforce.

 

Spinnaker can assist with:

  • Organizational assessment

  • Future-state organizational requirements, structure, and sizing

  • Transition planning and transition management

Organizational Change Management

As a horizontal process that affects many in the organization, supply chain process and technology changes have major implications for managing change from an organizational perspective as well. Spinnaker’s holistic approach to change management helps companies surmount the traditional resistance to change to ensure successful transformation outcomes. Managing change is highly complex; our approach is designed to engage stakeholders early and often so they acquire ownership and become vested in the changes.

Change management activities include communications, education, knowledge transfer, and organizational enablement, but also emphasize tenacious individual engagement and advocacy. They align to a well-understood change curve, driving important change outcomes over a project lifecycle. At key points along this curve, Change Management teams assesses stakeholders to gauge progress and helping the project team identify specific issues and target approaches for tactical needs.

Spinnaker’s change framework is bottoms-up and top-down, focusing on three essential dimensions of successful change:

  • Leadership Alignment

  • Stakeholder Alignment

  • Location Readiness

 

There is always a “Valley of Despair” in every project. Spinnaker’s change management helps companies prepare for and counter this challenge, turning resistance into support and uncertainty into confidence.

Training & Skills Development

Because business change also changes the roles, job functions, and essential skill sets of employees, a key part of Spinnaker’s organizational capability focus is on training. Our approach offers comprehensive, strategic and cost-effective training solutions using a framework that is efficiently tailored for specific organizational needs or groups.

Training employees effectively as part of business transformation reduces project risk and churn, and helps assure continued workplace performance in often turbulent environments. It helps reinforce other components of the change management strategy, improving awareness, understanding, and acceptance. Spinnaker advocates role-based training plans that sharpen role clarity for the impacted employees or groups and ensures that the right stakeholders get the right types and levels of training.

Spinnaker has exceptional depth of service offerings when it comes to JDA technologies and solutions. Our training services span the full range of JDA functional modules and range from introductory orientation and end-user capability development to strategic functional and performance optimization. Spinnaker’s training services are seamlessly integrated within our organizational change management framework and address the full range of user and stakeholder adoption and capability needs for exemplary results.​

  • End User Skills Assessment

  • Training Methods and Effectiveness Design

  • Curriculum Development and Design

  • Training Development and Execution

  • Custom manuals, guides and training databases configured with client data

  • Re-usable Collateral

  • Customized User Assessments and Certifications

  • Training Roadmaps for continuous improvement

  • Training Audits and Post-training Assessment​

 

Complementary to training is Organizational Enablement (OE): facilitating the effective transfer of specific knowledge among designated participants. It is especially essential when external resources have collaborated on supply chain projects and preservation of their specialized knowledge is critical to ongoing processes and decisions. The vital benefit of OE is demonstrable self-sufficiency at both a program team level and location-specific level.

Developing Centers of Excellence

Hard work remains after supply chain improvement projects go live, and Centers of Excellence (CoE) provide long-term benefit when major new practices and technology are introduced. The CoE can be an important vehicle for establishing critical mass of the specialized expertise needed for successfully operating in new environments, and in some cases they are essential for sustained, durable outcomes. Institutionalizing change needs a change institution, and CoE’s fill that role effectively by transcending the traditional organization and reflecting a charter to promote change rather than resisting it.

Introducing advanced supply chain methods and practices often needs to establish and incubate new skills and capabilities.

Some key examples include:

  • Supply chain design and network optimization

  • Advanced planning systems adoption, such as SAP or JDA

  • Analytics for supply chain, demand sensing, or capacity optimization

CoE’s are generally small concentrations of staff with senior levels of expertise in systems and methods, tasked with advancing the internal state of the art.

Spinnaker sees three vital contributions of a CoE:

  • Keeping the connection between business strategy and adopted practices and systems visible to all—helping people understand the “why”.

  • Keeping the forward push going and maintaining a roadmap for future improvements. The organization often wants to rest once a new status quo is achieved, but the CoE is premised on continuous improvement as the business evolves.

  • Developing both practitioners and adopted best practices, codifying expectations of skills and behavior among the supply chain practitioner base.​

 

Spinnaker can help in chartering, scoping, and staffing a CoE. As part of planning project rollout and ongoing support, setting it up thoughtfully with a team well-credentialed in both business and IT will help it establish trust with the supply chain community and become the incubator and a catalyst it should be to help take company supply chain performance to the next level. CoE’s are most effective when they encompass all “5 Lenses”: People, Process, Technology, Policies, and Metrics.

Adoption Compliance Audits

Supply chain processes frequently cross traditional department boundaries, and as such often have components that are “off the radar” of conventional internal audit and other mechanisms that try to comprehend if people are working as designed and as expected. For that very reason, it is important to establish an understanding of the actual workings of supply chains so that the ROI of technology investments is protected and unanticipated business risks are avoided. Spinnaker provides a holistic assessment of integrated process, policy, and technology operations to help companies understand compliance and significant non-compliance with expected methods, rules, and outcomes. Working either independently or in collaboration with your internal audit function, we can provide a useful end-to-end view of supply chain process performance, disconnects, and gaps with prioritization and comparison to realistic leading practice as it applies to your company.

 

Common processes that reward audit include:

  • S&OP

  • Fulfillment, Order Promising, and Backlog Planning

  • Inventory Planning

  • Transportation Planning

  • Forecasting and Consensus Demand Planning

  • Procurement Policies and Parameters

  • Deployment Planning