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Business Process Redesign
 
We Improve The Way Organizations Conduct Business
"If people are motivated and working hard, yet the business processes are cumbersome
and non-essential activities remain, organizational performance will be poor"

Retail - Business Process Redesign

Business process redesign is aimed at improving the efficiency and effectiveness of the processes that exist within and across organizations. The key to business process redesign is for organizations to look at their business processes from a "clean slate" perspective and determine how they can best construct these processes to improve how they conduct business. It transforms an organization in ways that directly affect performance.

Our Experience

We have considerable experience facilitating process redesign initiatives across all functions within retail organizations. We bring to each process redesign assignment an in-depth operational perspective which ensures practical, efficient and forward-thinking processes aligned with business requirements. Our areas of process redesign expertise include financial planning, annual category planning, supplier planning, operations planning, integrated business planning, core merchandising processes (assortment, shelf management, ad/display planning, pricing planning, and logistics planning), marketing event planning, inventory planning, forecasting, results tracking and scorecarding.

We are known for our expertise in the design of top-down, functionally integrated business planning processes, which ensures alignment of category objectives and strategies with supplier strategies and tactics.

Our Approach

We use a “Process Design Team” approach, working closely with client project teams comprised of individuals representing each major functional area. This ensures core and sub- processes are aligned with roles, responsibilities and business requirements across functions and down through the organization and are designed for maximum efficiency. Importantly, we gain “process change consensus and ownership” and commitment from top down and across all functions.

We begin a project by confirming current planning processes and points of decision across functions. This is be followed be the development of a future state decision matrix that identifies proposed points of decision across functions and from top down through the organization. The decision matrix is a critically important task that is often overlooked. Decision matrices, when well documented and communicated, become a key management tool for ensuring discipline and consistency as processes are implemented.

Working with the Process Design Team, and within the parameters established by the future state decision matrix, we prepare functionally banded process maps for core processes. A banded process map is a pictorial representation of work flow for an activity. It indicates all functions in the organization that are involved in the specific work flow, who does what tasks, in what order and to whom work is passed.

We then prepare a prototype design for each core process. This is reviewed with the process team; adjustments are made as needed and agreement reached. Once core processes are agreed to, sub processes are detailed to add clarity and detail to each core process, along with an outline of the requirements for the development of Standard Operating Procedures. Concurrent with the preparation of Standard Operating Procedures we define requirements for existing systems improvements and identify process improvements that could be achieved with strategic systems enhancements.

When the core process, sub processes and standard operating procedures are completed, we work with the Process Design Team to develop the implementation plan. The implementation plan typically includes communication and orientation across all functions and stakeholders, training and feedback procedures to refine the processes initially and over time. We suggest that each major process have a “Champion” and an “Owner”. The Owner is responsible for keeping the process up-to-date as changes occur during implementation. The Champion is responsible for ensuring that all functions in the organization are following the process as designed.

3rd Party Facilitation and Design Guidance is Essential

Our extensive experience in business process facilitation, combined with our “real world “management experience in the retail industry, ideally qualifies WWA to be the consulting firm you select to redesign your business planning processes. We typically deliver processes that are value added, focus on simplification, reduce labor intensive tasks, reduce duplication, create efficiencies and focus on the future.