2stupid
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- john
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maybe , maybe not.I'm sure that every "milestone" is managed by a different Program/Project Management Office. I would venture to say that you are spot on!
Until I retired, I used to design these type processes for a large multinational corporation.
I know Chrysler was one of the first companies in the world to convert most of their internal systems to SAP from Germany. I remember reading articles in the Wall Street Journal back in the early 90s where they damn near went bankrupt due to the multitude of issues with the code screwing the pooch.
But that was 30 years ago and SAP is much more reliable now. Was involved with the largest field test of SAP HANA, their release that put all data into memory for incredible processing speeds. Not sure if Jeep is still using it. The code formats sure look familiar.. ;<)
Many companies have moved to Saleforce for the front end of sales and orders, and SAP to build and ship product..
In any case, one organization should own the MRP process. I would expect that to be Manufacturing in this case. Other functions can own pieces of data on various records (eg only they can create or modify it), and most groups can read any data they want so as to build their own reports. Idea is to take your "event management" (eg the status change at each step) to run the business, while doing exception management (looking for products at a step for too long) so you can have your program managers focus on resolving the screw ups and leave the 95 percent of the process that is purring alone.
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