Training, consulting and support
One of G.I.B's concerns is to give users a sense of success in the workplace through training, consulting and support. It is not the complexity of the Dispo-Cockpit, but the intention to act successfully.
"Our modules have a user-friendly interface, are ergonomically designed and for the most part self-explanatory"
Jürgen Eschmann, Head of SCM Consulting at G.I.B, describes the starting position.
"Once a user has familiarized himself with the functionality of our software, everything else follows according to the principle of learning by doing."
G.I.B's approach to supply chain management is holistic.
"The goal of our consultants is to identify areas for improvement in the customer's process chain"
Eschmann sets the direction.
"The determination is carried out with the help of our software. The MRP cockpit serves here as an information board, which reveals the differences in purchasing, minimum lot sizes, replenishment times or also in the area of inventory management, warehousing and delivery readiness.
The parameters determined in this way can be transferred directly to the SAP master data fields by means of our modules, or alternatively made available as default values. This requires that the G.I.B consultants have experience in SAP processes and master data, purchasing, in-house production."
G.I.B also knows that the software solution is not capable of optimizing processes or inventories.
"However, our G.I.B modules integrated with SAP provide a quick and easy way to identify these vulnerabilities."
It is necessary to keep a regular eye on the processes. This is the only way to make the leap from a one-off effect to a long-term improvement. Permanently checking that the SAP parameters and master data set are up to date is a basic prerequisite for this.
Users often need basic information about SAP. Basic knowledge of the activities of scheduling, inventory management and procurement mapped in SAP is a necessary prerequisite for using the software in a targeted manner. In response to this need for training, the G.I.B Academy offers a basic training course on scheduling in SAP.
During SAP implementations, parameters are often defined that are never questioned again during the course of the project. Often, these parameters are defined before the system has been used, i.e., the system processes and requirements are not even known.
"We try to convey to our customers that the set parameters, are not set in stone, but may and must always be updated."
reports Jürgen Eschmann. This requires expertise on the customer side as well and the willingness to create transparency and provide insight. Another phenomenon is seen in companies with complex system settings that are often not needed to this extent.
"Action is also needed here to simplify workflows and reduce process costs"
Eschmann emphasizes.
"All in all, the support always depends on the customer. That is precisely our strength. We don't have fixed project templates, but always face the requirements with our customers to align the entire SCM chain as the process requires."
The G.I.B consultants all have basic professional qualifications such as business or technical degrees and SAP certifications. According to Eschmann, they have many years of practical experience in all areas of SCM.
Purchasing management, automotive, production control/production planning, supplier automotive, plant management or SCM are covered. Almost all consultants have experience with SAP implementations and have been key users in various topics for many years.
"We don't just know the theory, we know the challenges of changing processes in practice for the team"
adds Eschmann. The call for customized consulting packages and individual process optimization is getting louder and louder. The rapid pace of development of the software used and the growing complexity of the networked activities of the individual are increasing the desire for permanent support from a competent contact person.
"We meet this demand with a team of experts with practical experience and consulting services that can be flexibly selected and combined."
Jürgen Eschmann defines G.I.B.'s position.
According to the SCM expert, there is a need to rethink. Production and supply chain management is at the heart of the manufacturing sector. Nevertheless, the possibilities of education and training, of training and qualification measures are hardly used or not used at all here.
While millions are invested in production technology, marketing and sales, Eschmann believes there is too little awareness of the fundamental need to invest in the knowledge and skills of employees at the operational level.
At the same time, scheduling and logistics in particular are highly complex areas: More market transparency requires greater supplier controlling and tighter production schedules.
The time management of many companies has to be brought into line, while keeping an eye on inventories as a cost driver as well as on delivery reliability, because only satisfied customers remain loyal. For Eschmann, one thing is clear:
"Supply chain management represents a critical component for corporate success and competitiveness. Reason enough to invest in the skills and know-how of employees and thus stay on course for success in the long term."
