Chapter 4: Week Two: Project Kickoff and SCOR Metrics - Supply Chain Excellence [Electronic resources] : A Handbook for Dramatic Improvement Using the SCOR Model نسخه متنی

Chapter 4: Week Two: Project Kickoff and SCOR Metrics

Get a good start and begin to design supply chain metrics.

The objectives of this week are to kick off the project effectively and to initiate the design steps for assembling a balanced set of supply chain metrics and associated SCORcard. Two face-to-face days are required for this week. Typically, the project kickoff can be orchestrated in half a day; the remaining day-and-a-half are allocated to identifying and defining supply chain metrics and then initiating homework to collect actual supply chain performance data.

The Project Kickoff

There are two ingredients necessary for a great kickoff. First, all of the right people have to be there. The audience should include all resources participating on the project, including the steering team, executive sponsor, project manager, design team, and extended team. If in doubt about a particular person or group, inAppendix C). He also invited extended team resources from information technology, finance, and site operations in both the technology and food product groups. In all, there were thirty-six people present.

The second ingredient to a great project kickoff is having the right materials presented by the right person. The most popular and effective agenda organizes the content into three basic chunks: 1) setting the strategic context for supply chain improvement, delivered by the executive sponsor(s); 2) providing a high-level overview of how SCOR works, delivered by the coach; and 3) summarizing critical elements of the project charter, delivered by the project manager. (See Figure 3-1.)

To prepare for the kickoff, Brian Dowell, Martha Tekitch, and Doris Early prepared "state of the business" summaries highlighting the issues related to supply chain improvement. Their presentations summarized business plans, strategy, critical success factors, critical business issues, and expectations with regard to supply chain improvement.

The coach prepared the SCOR overview presentation. It provided the big picture of the SCOR framework, highlighted the project roadmap, and gave examples of the deliverables that individuals across the extended team would be asked to produce in the coming weeks.

Finally, David Able prepared key points from the approved project charter, emphasizing the thing most people were interested in—the schedule. He allowed time for everyone to synchronize their own calendars to the rhythm of the project set by the schedules of the design and steering teams, as outlined in the project charter. In addition to the schedule, the kickoff provided the opportunity to set remaining stakeholder interviews left over from Week One. These would be incorporated into a revised project charter, in the stakeholder expectations section.

Mixing the three ingredients—the business context for supply chain improvement, the SCOR education, and key points of the project charter—built a powerful shared vision of the pace of the project. It aligned expectations for deliverables and outlined the effort required for the various project roles.