Quality Assurance for a Global Supply Chain Program
Our client, a Fortune 200 Consumer Goods company and global manufacturer and retailer of apparel, footwear & accessories, was in the midst of implementing new Product Lifecycle Management (PLM) capabilities in their product creation function. The multiyear program was already three years in and the client team was well behind schedule in delivering against the original roadmap and was experiencing significant usability challenges affecting user adoption.
The key challenges facing our clients were:
Strategy & Direction
- Changing environment across strategy, business leadership, organization and resources
- Lack of clarity or consensus on business objectives
- Inadequate and ambiguous business ownership and accountability for decision
Timeline & Execution
- Unrealistic delivery dates due to scope defined at too high a level and a lack of detailed business and technical requirements
- Limited operational discipline in both the business and program execution
Systems & Technology
- Complicated technical environment due to large number of legacy systems and integrations in an ever evolving technical and data landscape
- Methodology confusion as development transitioned to agile practices
Client & Engagement Quick Facts
- The client’s program had been underway for three years and had delivered a base PLM foundation supporting 4,700+ users in over 16 countries
- Seven week project duration with 35 client artifacts were reviewed and assessed
- 31 executive interviews conducted (Manager to VP level) across business, technology and operations groups
- 250 inferences, themes, and observations were developed to support strategic and tactical recommendations
We developed nine strategic and 30 tactical recommendations to reset the program and improve program delivery. The client adopted all of our recommendations to establish comprehensive governance at all levels, create a rigorous program operating model, develop an integrated program plan, implement a focused scope to stabilize previously delivered functions, pilot a new usability architecture and implement a comprehensive change management plan.
Over seven weeks, Kenny & Company discovered 34 factors across business and technology that contributed to the delay and user adoption issues. The client adopted all strategic and tactical recommendations to address these areas including: a governance model and program office to address all levels, a new roadmap and integrated program plan, a rigorous program operating model to course correct and reset the program, focused scope to stabilize previously delivered functions, a new usability architecture and a comprehensive change management plan.
About Kenny & Company
Kenny & Company is a management consulting firm offering Strategy, Operations and Technology services to our clients.
We exist because we love to do the work. After management consulting for 20+ years at some of the largest consulting companies globally, our partners realized that when it comes to consulting, bigger doesn’t always mean better. Instead, we’ve created a place where our ideas and opinions are grounded in experience, analysis and facts, leading to real problem solving and real solutions – a truly collaborative experience with our clients making their business our business.
We focus on getting the work done and prefer to let our work speak for itself. When we do speak, we don’t talk about ourselves, but rather about what we do for our clients. We’re proud of the strong character our entire team brings, the high intensity in which we thrive, and above all, doing great work.