SUPPLY CHANGE

MANAGEMENT
Change management in the workplace will
become easier over time.
I believe that effecting change in the workplace is so
challenging today because the whole world of industry
and commerce is itself in transition: From a state
where nothing changed for many years, to one where
technology in particular, gives rise to better ways of
doing things and therefore, engenders change on a
frequent basis

1
 IMPORTANCE OF SUPPLY CHANGE MANAGEMENT
PEOPLE IN THE CHANGE MANAGEMENT PROCESS
One can see the bottom-line benefits resulting from this change. But people are most difficult to change as they bring in their
issues: "We have always done it this way" and "What's in it for me?" Therefore, the change management process must align
expectations, communicate the need for change, and provide education and training to support the transition.
LEADERSHIP'S ROLE IN THE CHANGE MANAGEMENT PROCESS

To successfully implementa change, we must first educate leaders and gain their commitment to and support for the change
effort. Simply approving a spending plan is not sufficient commitment from leadership. They must be capable of communicating
"why"the change is needed and "what" the expected benefits are. They must truly champion the effort.

SELECTING THE PROCESSTO CHANGE

The process should start with a systematic diagnosis of the current process. For example, assume an evaluation of the current
Demand Planning Process yields 

2
7 GOLDEN RULES OF Golden Rule #1: Start Planning Early
SUPPLY CHANGE As soon as you know you are going to make
a change, even before you begin to select
MANAGEMENT that new software system or begin laying
down the fine details of a process
reengineering exercise, you should start
making plans to address the “people” aspect
of the change.
Golden Rule #2: Start at the Top  
As news of change starts to be released, everyone in your organisation
will seek direction and support from the executive team. Without effective
change management though, the senior leadership itself may not be
united in embracing new ways of working.

3
 7 GOLDEN RULES OF
SUPPLY CHANGE

!
MANAGEMENT

Golden Rule #3: Create a Cascade of

Involvement
Involvement is the key to successful
change management in supply chain
organisations. After getting the executive
officers on board and ensuring they are
aligned on strategy and goals, you should
begin to involve the next layer of
management. You can do this by getting
the senior and middle-management to
play a big part in designing the core of the
change initiative. As your project moves
along, you should bring in the first-line
management people to drive
implementation.
 
Golden Rule #4: Articulate the Case for Change
Develop a customisable message to deliver the case
for change. The message should be customisable so it can
be delivered in terms understood by different audiences,
but it should always be made of up these three
components:
A frank (brutally so if necessary) explanation of the need
for change and the consequences of standing still.
Reinforcement of the benefits the change will bring and
an explanation of how it will help to secure the
organisation’s future.
Guidance for new behaviours and a roadmap to aid
decision-making.
 7 GOLDEN RULES
Golden Rule #5: Forget Buy-in—Think Ownership
OF SUPPLY
As the change cascades through the organisation, mere agreement CHANGE
that the change is right and necessary is simply not enough. MANAGEMENT
People at each layer of management must be prepared to serve as
agents of change and to model new behaviours across their areas
Golden Rule #7: All Change is a Culture Change
of influence. The best way to generate such a sense of ownership
Corporate culture is best described as “the way
is through involvement of the target groups in identifying and
we do things around here”. Whenever you make any
solving problems with the new system or approach. significant change in your organisation, you have to
  address culture as a priority.
 
Golden Rule #6: Reject the Concept of Over-communication Driving cultural change requires the construction and
When you are leading change, there is no way you can over- execution of a detailed plan, which means starting
communicate. Communications to the management and the with;
workforce should be practical as well as inspirational and should  
be conducted through multiple channels, even if that entails a A) “Where we are now” …
Then identifying
degree of redundancy.
B) “Where we need to get to” …
  Before finally, determining the necessary measures to
move your organisation’s culture from A to B.
 CUSTOMER If you fail to consider
customer relationship
management services

RELATIONSHIP when selecting CRM

software, you’ll be stuck
with a CRM which doesn’t
Customer evolve and grow with your
relationship management business. This means you’ll
(CRM) software provides have spent a large part of
your budget on a service
many benefits to a
which hinders instead of
business, from making helps.
the sales department
more productive to
building customer Choosing the correct CRM for
retention.  your business is a difficult and
time-consuming decision which
shouldn’t be taken lightly. When
the list of considerations includes
cost, usability, and technology,
factors like services and support
might slip through the cracks.

6 6
 Why care about
CRM services?
Customer relationship management services
require a good relationship with your vendor
more than any of the other selection criteria.

By the end of this article, you should have a

better idea about what types of customer
relationship management services you should
inquire about when dealing with vendors.

7
8
  Satisfaction
Customer satisfaction is key in creating a
long-term relationship with your customers.
If you think back to the dating analogy, going
through the sales process is just like wooing
your prospect to turn them into a customer.
But keeping a long term relationship
functioning is hard work. You need to keep
delivering value time and time again. You
need to keep your customer satisfied.
 Loyalty
You should also be aware that loyalty
programs can have a negative effect. The
stakes are higher. They raise customer
expectations about the type and quality of the
service you offer. If you anger a customer in
a loyalty program, you’re likely to lose that
person forever.

 Services
Customer relationship management (CRM) helps businesses to gain
an insight into the behaviour of their customers and modify their business
operations to ensure that customers are served in the best possible way. ...
changing the way you operate to improve customer service and marketing.
9
  Reliability
The consequences on business development for the company are real and serious. It’s estimated that
the lack of reliability can impact a company’s turnover by up to 20%. This is because, today, in the
majority of companies, key accounts or SMBs, CRM has become the foundation that is necessary and
indispensable to any commercial strategy. So, if the data is outdated or incomplete, then the market analysis will
be skewed, and the decisions that are made based on this will not be the right ones

 Quality
The Importance of Data Quality for CRM. ...
Perhaps most importantly, CRM does what its name
implies: it helps you understand and manage the
relationship between you and your customers.
Good CRM also benefits the customer as well as your
business.
 Marketing
Traditionally, Customer Relationship
Management (CRM) refers to the strategies marketers
employ to actively manage the customer experience;
the marketing programs they design to influence
specific customer groups; or the technologies that
enable the delivery of strategy, practice and
programmes direct to the consumer.

10
 Improvement
• Make the CRM software easy to use for your internal customers, your employees
• Provide CRM training to all employees.
• Track customer behavior throughout the sales cycle.
• Don't think of -- or use -- CRM as a standalone sales automation system.
• Get in sync.
• Keep data up to date.
• Be social.
• Remember, there is always room for improvement.

 Support
A CRM has benefits for multiple business sectors. It has a significant
role in lead management and sales, which makes it valuable to marketing
teams and sales staff. Both can use the CRM data to keep track of clients
and potential clients, learning when and how to deliver messages to each.
11