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Is quick implementation unrealistic?
Claiming that it can be done quickly is a widespread, old, and unfortunately false assumption. This statement is not based on the relevant experiences from the catuuga models and is often thrown into the market without evidence. A solid framework of methods, tools, and appropriate references is crucial for success.
The devil is in the details:
The members of the supply chain network need time to adapt to this approach. However, there is typically enough time for this, as a supply chain is usually not a one-off situation. A catuuga Scout from the catuuga supply chain network often finds it easier, as they have already been trained and virtually certified in similar tasks.
The question is:
Will the catuuga Scout be needed the whole time, or can the project planner's employees take action themselves and save time and money? Whether the catuuga Scout is required for the entire duration depends on the quality of the existing supply chain network. By utilizing web technology, catuuga Scouts can already detect potential disruptions in the supply chain network early on (remotely) as part of a Service Level Agreement (SLA), access the network, step in when necessary, and provide early support.
In the same way, individual suppliers from other supply chain networks can be connected, which can provide load balancing or strategic cost advantages. For this purpose, there is a special catuuga "On-Boarding Process," which concludes with so-called post-mortem assignments for benchmarks. This allows the supply chain network to be designed resiliently and to be expanded or modified in small incremental steps.
This aligns well with the current conditions in the supply chain network, as it allows for structured and systematic access to experience gained from other supply chain projects. catuuga Scouts, who are already trained in these processes, significantly support the network and accelerate the establishment and maintenance of the supply chain network.
The advantage lies in reusing the knowledge and experience of third parties (reusability) without harming competition. This knowledge can be structured into models and appropriately assigned. Such protection is facilitated by a special roles and rights system.
The transfer of internal knowledge from older to younger employees (skills shortage) is also significantly facilitated. Many internal showcases are available to learn within the supply chain network, navigate it, or specifically expand it.
The notion that building an effective supply chain network is quick is widespread but often unrealistic. Are we too optimistic about the speed and simplicity of implementation?
Discuss this critical question with us in the forum HERE.
