Integrated Logistics Core Process Redesign Case Study

Integrated Logistics Core Process Redesign - Case Study Example Siemens ROLM management was willing to benchmark its processes with other Giant corporations. They aimed at restructuring the whole company. This was a difficult project since it involved radical changes. The management awareness was a critical enabler to ensure that the re-engineering process was a success. This awareness was a process from the beginning of the project to when the company began to yield substantial profits. The process begins when the management recognizes the need to adopt the change to improve the operations of the enterprise. At his time the management knowledge and understanding is minimal. With time the management understanding shifts to another level where they understand the business process idea and how they can effectively adapt and bring change within the company. After the management has adopted the process, they clearly identify the company’s vision and then have a different view of the processes not as a project but a way to run the business (Sto ddard and Jarvenpaa, 1995). According to the case, the integrated logistics core process-reengineering program instigated in August 1992. This logistic was viewed as a cycle from the initiation until when the equipment was operational. The customer focus is another important enabler that Siemens ROLM focused on. At the beginning of the re-engineering process, the employees are uncertain of how to meet the customer needs. This is due to the change of products they are offering to their customers this tends to be difficult to determine the needs of new customers in the market. The employees also realize their aim top deliver extraordinary products and also realize that customers demand uniform excellence in the product quality. They later build up a relationship with the trading partners to meet the needs of the final customers. According to the case, ROLM had the reputation on focusing on its customers at whatever cost.