| kmajoos wrote
Nadia,
Businesses have lots of conflicting requirements.
I have experienced this in many cases during my career.
The problem with each department ahving their own set of KPI's is that there is no concern regarding any other departments KPI's as long as theirs is achieved, especially if related to remuneration and bonuses.
When this has occured I always applied Parato's rule - the 80/20 rule to determine how important the issue was in the total scheme of things.
As an exapmle: I managed a local market supply chain of an international retailer. The local buyers were always wanting their imported product to be given top priority. I had to convince them that in the scheme of the international scheme of things (Applying the 80/20 rule) Australia was such an insignificant market that the suppliers would be focussing on Europe, USA and Japan as they were that lions share of the bvusiness..
Example: SALES want all items available so that they can satisfy every client request.
Again I would analyse the sales performance by department, category, sub category, class and then at SKU level and apply the 80/20 rule.
If a product was not featured in the top 20, 50, 100 selling items then it woul dnot recieve attention.
Having said this in a retail environment I would have a different approach in a service environment. Even if the reqquired item was not featured in the top 10, 20, 50, 100 items and it was required I would then establish a service level agreement with the relevant department to have special orders raised and fast track through the system to satisfy customer needs. Each industry will be different and will require a diffrent approach.
WAREHOUSE management cannot stock every item; its just not practical and some items may have to be ordered on an as needs basis. To compound things further SALES and WAREHOUSE management may have conflicting Key Performance Indications (KPIs) and their remuneration may be tied to each stakeholder meeting these conflicting KPIs.
See coments above. I have the advantage of having worked in practically every department and can understand the needs within each of the departments and how they all intergrate and this allows me to take the apprpriate action.
These are not easy problems to solve. The best way to deal with these is to record each stakeholder’s wants. This decision/resolution may be a senior management call to make. If so, inform the two stakeholders that senior management may have to arbitrate; and move on! These are business decisions not necessarily design issues.
Agree her with the comment that decisions must be business related and not emotional.
Making the call without experience must be difficult. We can't please everyone all the time.
Warm regards,
K
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