Are your competitors talking about your company in their boardrooms? Are your competitors beating you at our own game? Does your business strategy guide how you allocate resources and manage your business? Can every one of your managers leading their teams, articulate the company’s business strategy and are they empowered to execute on it? At OTTS, we see business strategy as much more than a plan. At OTTS, designing a company’s business strategy has been one of our core business practices. We work with companies in every industry around the globe to develop business strategies that deliver results.

If you are an international company looking for a better distribution network in the US or if you’re a US company looking to expand or improve your company’s operations and distribution domestically or have a greater international presence, you should give us a call at OTTS. 1-888-410-6887, we will deliver!

Supply Chain Production Planning Inventory Control (SCPPIC) is what OTTS does best.

Many companies struggle in their supply chain planning operations. Supply Chain Production Planning Inventory Control (SCPPIC), is such a critical piece for the success of any business in today's global economy.

Any breakdown or gaps in a company's value chain that causes the risk of supply of goods to the market can result in a sluggish sales and seeing blow-back in consumer interest, along with unplanned costs affecting a company's bottom line. A company that is inefficient in SCPPIC could ultimately cause a company’s ability to compete in the market place and shut down its doors. An effective supply chain planning operation is the behind-the-scenes backbone of any profitable company with benefits ranging from an increased market presence to heightened consumer confidence and lower operating costs.

If your company's supply chain is struggling, give OTTS a call at 888-410-6887 or drop us a note at businessdevelopment@ottspec.com

Dashboards:

It is not just enough to have all your data in an easy to understand form. Your dashboard also needs to incorporate key performance indicators (KPIs) and metrics that can help you make informed decisions. You will need multiple dashboards for different job roles and management positions. Each will have their own KPIs and metrics displayed for driving the proper execution.

For instance, your executive needs will require dashboards providing an overview of the status of each department, overall sales, financial performance, and a dashboard that shows KPIs for the business as a whole. On the other hand, each of your managers will need dashboards to understand the performance of their respective department(s). Consider for example, the sales team. An overall view of real time sales performance of the organization is essential for monitoring performance. They will also need to know the status of the various deals, negotiations, and contracts in progress. Furthermore, monitoring market and product segmentation will require dashboards for visualizing sales in different geographical regions. In addition, dashboards for monitoring leads and the performance of each of your products across geographical areas are all beneficial to your sales team.

The OTTS leadership team has visited several leaders at companies these past few months, where we heard and seen not only executives, but also managers and their staff struggle to get a handle on their business. It comes down to the leaders/managers inability to make good critical decisions that will support the company in reducing cost, improving service levels and increasing operating income (O/I).

We at OTTS get a lot of calls from Operations leaders at companies whose organizations are really struggling especially, their supply chain planning groups. "Blame the Planner!" After their IT teams who are usually working with software consultants have installed an ERP system. These leaders yell at us over the phone or in person (We don't take it personal), stating, they were suppose to see costs and inventories go down, service levels increase and would see a much improved cash flow.

What happen?

Here is one blogger who thinks he knows why...

Top 5 Reasons Why ERP Implementations Fail

Posted on 02/10/2011 by ProfitKey International

When listening to fears and concerns about ERP solutions, implementation is usually on the top of most lists. Yes, it can be daunting, but it is the cornerstone of the overall project. So why do implementations fail? Below is our countdown of the most common ERP implementation errors and how to avoid them.

5) Don’t “Train the Trainer”

Proper implementation of an ERP solution takes a full-court press from your company. Many times companies simply underestimate what it takes to get it done. The “train the trainer” approach to cut costs can get you in trouble. Having only one or two key people learn the system, so they can train other employees is a recipe for disaster. All users should have an opportunity to work directly with the vendor’s implementation team. Meet with your vendor to get a clear understanding of what it takes to fully implement the system so you can reap the benefits throughout your organization.

Also, avoid the temptation to train your personnel by department; such as having customer service train from 8:00 to noon on Monday and then have purchasing take over after lunch. These sessions usually just devolve into a demo rather than interactive training. But worse, trainees have no sense of how the software integrates nor how they are affected by events upstream and how they impact those who are downstream.

4) Underestimating Implementation Days Needed

In order to keep costs down so they can close the deal, some vendors suggest you purchase fewer implementation days than you really need. This leaves you with buyer’s remorse when you learn you must spend more than you expected in order to fully exploit the software – not to mention the cost of a delayed or failed implementation. Vendors will never guarantee they can get the implementation done with the days they quote, but press them to be up front with what it really takes to get their system up and running throughout your shop. Ask for specific examples of other similar projects and their implementation durations – and insist on references.

3) Resistance to Change

Culture shock is possibly the most difficult hurdle in an ERP rollout. Employees are resistant to change for a myriad of reasons; usually rooted in some type of fear. They may be worried that their jobs are in jeopardy or that they will be unable to learn the new system. Some may just be afraid of computers. Whatever the reasons; education is the answer. Try to let them see how the new system will benefit them personally. They may be less stressed because all the information they need is readily available; they may be less exposed to failure because they have greater control and visibility or they may simply have time to organize a meaningful thought rather than just run from fire to fire. Once they see how their own lives will be easier, they will actually be excited about the new system.

2) Choosing the Wrong Solution

Choosing the wrong ERP solution can be devastating. Don’t get caught up with a vendor that tells you “yes we do that”. MAKE THEM SHOW YOU!! Unfortunately what you find out too late is that “yes we do that” turns into “yes we do that, but it will take some customizing”. For more on customization see our customization series.

1) Management Doesn’t Buy-in and People Aren’t Held Accountable

Management has to understand that all of the previously mentioned issues can be resolved when they accept the idea that a new ERP system is best for the company. It is imperative that management also buys into the implementation process, and supports the plan throughout the organization. They must understand that “train the trainer” to cut costs is not a solid option, and pressing vendors for honesty in implementation costs and educating employees on benefits of a new system is critical.

Everyone throughout the organization must believe that management is completely behind the project and will take any necessary action to ensure success. Furthermore, management in smaller companies tends to be reluctant in holding people accountable for their performance. Even the best employees can lose their edge when they know they will never be held accountable for sub-standard performance – and some less perfect employees will take serious advantage of such an environment. Sometimes, management must be prepared to make some tough decisions if an employee remains a roadblock to the project’s success.

We at OTTS think those reasons listed are lame! Meaning those reasons listed are not even close to the main reasons on why company's ERP implementations fail.

1. Lack of visibility at an enterprise level of actuals vs planned roll down to the lowest common denominator
2. Terrible reporting tools for Executives, Management, and Staff Members
3. IT departments and Software consultants lack of understanding or taking the time to understand
   a company's operation.

If you are a leader and you need the pain to stop, give us a call at OTTS 1-888.410.6887, we will solve your operations issues and you will get that ROI on your system implementation.