Stakeholder Analysis Model
Supply Chain Management (SCM) is essential element to organisation success by maximize customer value and achieve a sustainable competitive advantage. The source of competitive advantage can also include innovation, brand image, product range, customer care, compliance to regulations and reduced risks. Supply Chain Management (SCM) has seeking all possible areas to improve the competitive position and generate the greater cost saving to the organisation especially during this economic downturn.
The current scenario faces by SCM is high number of unsatisfactory contract audits, higher operating costs and no single point of reference and guideline for reference. The main concern to supply chain organisation is the functional silos that still
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This framework is highlight on the cost management based on demand 40%, specification 40% and price 20% (see below). Figure 1 Cost Management Mind-set 40/40/20
Stakeholder Analysis and Mapping
Stakeholder analysis and mapping is used to determine who among stakeholders can have most positive or negative influence of a change, who is likely to be most affected by the effort, and how should work with stakeholders with different levels of interest and influence. The approach to stakeholder analysis as described in the process below:
(1) Develop purpose and procedures of analysis and initial understanding of the change
(2) Identify primary, secondary and key stakeholders
(3) Investigate stakeholders’ interests, characteristics and circumstances
(4) Identify patterns and contexts of interaction between stakeholders
(5) Assess stakeholders’ power and potential
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• Apathetics have little interest and little power, and may not even know the effort exists.
The appropriate approach for each individual and group shall be taken. The team needs to maximize the stakeholder’s engagement to get more ideas from varied perspectives from all team leads from different sections and other related departments such as Legal, Insurance, and Finance. Obtaining Buy In To Procurement and Supply Chain Strategies
Change Process –Kotter’s Eight Steps of Change
CPPM team adopted the John Kotter’s eight-step of change process (refer to Appendix 1) when develop strategies and plans for the changes to improve the supply chain management. The team also looks into the cultural acceptance. Figure 2 Kotters Eight Steps of Change Figure 3 Cultural Acceptance
Change in organisation take place in different ways. For this change, the team considered that transformational/evolutionary changes would be appropriate. The comparison of transformational/evolutionary changes detailed in Appendix 2. In evolutionary change, the leader tends to empower people all through the organisation to take on the
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