SCRM lead Success Factors

A number of success factors have been identified in the research projects, which, if they are not implemented, can also have an obstructive effect.

Success factorsDescription
Degree of InterdisciplinaryInterdisciplinary coordination to include specific knowledge and distribution of tasks
Data availabilityExploitation of existing internal data and acquisition of external information
Direct contact to the managementSupport of the implementation process by the management and short escalation paths for decision making
UsabilityControllability of the SCRM to be implemented
IT support(Partial) automation of tasks for efficient processing
Clear responsibilities and processesDefined project management and standardized mapping of processes for clear coordination of tasks and alignment of objectives
Employee motivationEarly involvement of affected employees and establishment of a SCRM culture; involvement at an operational level
Availability of resourcesFinancial and human resources
Cooperation with supply chain partnersEarly and intensive cooperation with supply chain partners; exchange of relevant information and coordination of measures

An important success factor is the company’s internal, interdisciplinary cooperation. Coordination between individual departments involved in different points of the value chain is essential for holistic SCRM. In addition, cooperation with supply chain partners offers significant potential for controlling supply chain risks; the fluid exchange of information and the close coordination of implemented measures will play a decisive role here.

Adequate human and financial resources are required to process the individual SCRM phases. The employees involved play a significant role in the success of SCRM and must be appropriately involved and motivated. From the point of view of project management, a designated project manager, who takes responsibility for the entire project and has appropriate authority, is required. A clear definition of the processes is necessary to coordinate all parties involved and to ensure that they are implemented on a permanent basis. Ideally, these are mapped according to the IT systems used. These can make a significant contribution to automation, if corresponding data is available. The overall project must be realistically planned from the beginning and supported by management. At the same time, the realistic manageability of the project must remain always in view.

Excerpt from the final report of the project “Situational Adequate Implementation of a Supply Chain Risk Management.

Diesen Blogbeitrag zitieren
Meike Schröder (2020, 8. September). SCRM lead Success Factors. Supply Chain Risikomanagement. Abgerufen am 21. Juni 2024, von

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