First, give conclusions that can be used for decision-making
Some of the benefits can be directly monetized, such as reducing double-entry hours and stock occupancy; some require proxy indicators, such as time for closing accounts, timely delivery and data completeness.
What conditions need to be identified before judgement is made?
The same question may have different answers under different business, data and project phases. It is suggested that the following conditions be checked and that the common findings on the web be incorporated into their own projects.
Suggested order of advance
First, we'll be clear about the target and the border.
(c) Selecting processes and indicators directly related to business issues.
Validation Key Dependence
Record the pre-line baseline and identify the calibration and those responsible.
Development of assessable outcomes
A phased approach to the line will compare changes in the same calibre operational cycle.
Make sure you decide the next step with the real results.
(c) System, data and organizational reasons for the re-assessing of unrealized gains.
How do you understand it in the actual business?
The value of information may not be limited to the approval buttons available, but also to the improvement of the procurement cycle, the stock deficit rate, and inventory turnover. The examples do not represent the performance of a particular client, and the actual findings need to be verified in conjunction with the enterprise’s own business volume, sample, system, and liability boundaries.
The easiest pit to step on.
Only purchase prices are calculated, and no internal implementation and operating costs are measured
Only login, use as business gain
No baseline or frequent change in the calibration of indicators
How should we end up receiving and confirming?
Project acceptance and acceptance should include both systematic delivery indicators and operational effectiveness observation plans, with baselines, targets, data sources, observation cycles and responsible persons.
When preparing to communicate with suppliers or internal teams, it is recommended that current processes, representative samples, existing systems, planning time and budget levels be brought. First, the unknown items are clearly marked, and then the decision is made to use diagnostics, PoC, fixed-range projects or ongoing research and development, which is usually more reliable than a direct demand for a price and duration without borders.