HOW WE WORK: BUSINESS SCAN
IN-NOVA’S BUSINESS SCAN creates deep insights into necessary action fields, required solutions, and leads to a quantified assessment of the improvement potentials, and related investments
The BUSINESS SCAN delivers the roadmap towards higher performance The IN-NOVA BUSINESS SCAN is a 5-8 weeks engagement which provides a systematic overview an all improvement areas, and defines the required solutions. On that basis, a roadmap for reaching the future state is developed, which can range from a targeted set of actions, to a complex transformation roadmap incorporating a high number of change activities. It consists of interviews, selective, focused process analysis, quantitative analysis, a detailed IT performance analysis, a market assessment, high-level solution development, generation of business cases (improvements and related investments), a prioritized overview of actions, and a roadmap for the required transformation program. Interviews are conducted using the IN-NOVA Focus Interview technique, but here with a wider range of participants, if possible, also involving more operational levels. Topics and analysis of results is similar to the BUSINESS CHECK. But here, the interviews section is used to gain a deeper understanding of the market, and especially regarding shifts and changes in the market, and future requirements. The process analysis follows the same objectives and scope as in the QUICK SCAN, but here additional processes might be incorporated in the analysis. Goal is to have a deep understanding of the current, and the required levels of collaboration, synchronization, and the level of excellence in each of the three value chain excellence dimensions. The quantitative analysis is similar to the QUICK SCAN. Additional analysis will be conducted in those areas where a deeper level of detail is required, or which were not covered by the previous analysis. The systematic view on the current IT applications, again, is similar to the QUICK SCAN. But here we look more into functional details, and root causes for malfunctions, data related issues, or IT architecture and completeness topics. A brief market requirements assessment is conducted; ideally involving 2-5 customer interviews. In addition, a systematic evalutation of all major customers for their collaboration potential is conducted with representatives from sales functions. If necessary and approved, an additional market analysis on current and future trends in conducted. For this, market specialists will be added temporarily to the team. All these insights are then casted into a comprehensive perspective on improvement needs of the company’s supply chain, and the embedding value chain. Focus is how to improve the performance in the three excellence dimensions, the level of collaboration and synchronization, the quality and speed of the supporting IT-Enablers, collaboration and integration with customers and suppliers, and also individual, targeted improvement areas. For this summary assessment, a set of leading practices is applied in a systematic way to generate individual profiles of improvement needs. These are mapped to the current and future market requirements, and also to the current, and the required, supply chain maturity. On that basis, key solutions are selected and detailed, whereas others are left on a higher level (but detailed enough to evaluate their suitability and investment needs). An assessment on quantified improvement potential is conducted, linked with the investment needs, and as a result shown in a “Contribution to success versus effort to achieve” Matrix, to allow management to make some key decisions. Based on these selections, a high level roadmap is sketched out, to help management to take the right decisions. This roadmap will be needed to further detailed in the first phase, or preparation phase, of the  implementation projects. As a result, the final presentation will show a systematic, actionable list of key issues and related solutions which all serve to enhance supply chain performance significantly. Business cases will drive management decisions towards feasible solutions, and the roadmap will indicate the appropriate way forward.