 | | Identify the core competencies of the firm. |
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 | | Strictly define the reporting structure across the entire supply chain. |
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 | | Determine when an activity can be outsourced and the associated risks with it. |
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 | | Determine whether all the functions needed to perform an activity/ process is in place. |
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 | | Develop the capability in order to acquire the critical roles internally over a period of time. |
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 | | Identify the bottlenecks in the proper flow of information, goods etc. from one function to another and determine their respective solutions. |
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 | | Identify the various non-value adding functions that can be done away with, which will result in a lean organisation which can be better managed. |
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 | | Determine the roles / ownership associated with each function, thereby assigning the responsibility and doing away with all the non-value-adding roles. |
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 | | Restructure the supply chain with a view to building support throughout the firm, eliminating unnecessary delays, reducing costs, simplifying complexities. |
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 | | Identify critical roles and responsibility required to maintain an efficient supply chain and equip employees with appropriate wherewithal to discharge their duties effectively. |
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 | | Identify if any activity/ process can be decentralised, for eg. determine if having a centralised warehouse system or distributed network and its resulting trade off is viable when taking time, money and quality into account. |
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