Internal Supply Chain Process Re-engineering – Responsibility and Operations Process Development
Tontti, Sini (2015)
2015
Tietojohtamisen koulutusohjelma
Talouden ja rakentamisen tiedekunta - Faculty of Business and Built Environment
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Hyväksymispäivämäärä
2015-04-08
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:tty-201503231151
https://urn.fi/URN:NBN:fi:tty-201503231151
Tiivistelmä
The business environment has experienced radical changes in the past decades. Increasing customer requirements, globalization and the IT revolution have awakened the organizations to see the need in structural improvements in order to answer the toughened competition. The management of supply chains and order fulfillment processes has been noted as a key success factor in the dynamic customer demand driven business world. Development themes are strongly built around the increase of collaboration and co-operation inside the organizations aiming at more agile and efficient processes. Business process re-engineering, change management and supply chain and order fulfillment process integration have been intensively under study for the past decades as they serve the base for development projects in the inter-organizational structure.
The case company studied in this thesis is a middle sized company operating in the field of specialty paper solutions. The case company is struggling with organizational silos that cause challenges in the fields of inter-organizational information exchange and inter-departmental co-operation and collaboration. These problems are reflected on the supply chain and order fulfillment processes as delays in order fulfillment and customer dissatisfaction. Internally the organization is suffering from unclear departmental responsibilities that cause overlapping work load and order fulfillment inconsistency.
In order to solve the challenges noted in the case company’s order fulfillment process two development themes focusing on the inter-departmental collaboration and co-operation were identified. First, eliminating and merging departments is needed in order to accelerate the problematic inter-departmental information exchange and to control the order handling process more efficiently and effectively. Additionally, it was also noted that improvements in pre-planning and management of the order fulfillment process are necessary, especially in the production’s post-processing phase. When conducting development work, it is strongly suggested for the company to establish a development team to discuss a comprehensive solution to the identified challenges.
The case company studied in this thesis is a middle sized company operating in the field of specialty paper solutions. The case company is struggling with organizational silos that cause challenges in the fields of inter-organizational information exchange and inter-departmental co-operation and collaboration. These problems are reflected on the supply chain and order fulfillment processes as delays in order fulfillment and customer dissatisfaction. Internally the organization is suffering from unclear departmental responsibilities that cause overlapping work load and order fulfillment inconsistency.
In order to solve the challenges noted in the case company’s order fulfillment process two development themes focusing on the inter-departmental collaboration and co-operation were identified. First, eliminating and merging departments is needed in order to accelerate the problematic inter-departmental information exchange and to control the order handling process more efficiently and effectively. Additionally, it was also noted that improvements in pre-planning and management of the order fulfillment process are necessary, especially in the production’s post-processing phase. When conducting development work, it is strongly suggested for the company to establish a development team to discuss a comprehensive solution to the identified challenges.