1<!DOCTYPE html>
2
3Anonymous
4/bestp
5/bestp/domrep.nsf
66220C4B4F1A5DF3685256DDA0056B469
8
9
10
11
12
13
140
15
16
17/bestp/domrep.nsf/products/best-practices-in-order-management?opendocument
18
19EditDocument&Seq=2
2018.205.246.238
21
22
23www.best-in-class.com
24/bestp/domrep.nsf
25BMR




» Products & Services » »

Best Practices in Order Management

ID: OP-69


Features:

38 Info Graphics

2 Metrics

10 Narratives

44 Best Practices


Pages: 101


Published: Pre-2013


Delivery Format: Shipped


 

License Options:

close

Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.

Buy Now

 

919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
Improve your order-to-receipt process with tightly integrated order entry, processing, and forwarding. This Best Practices Benchmarking® Report examines the best practices in the area of order management.  The class includes over 98 companies in 32 industries, several Malcolm Baldrige National Quality Award winners, and many of the most profitable, highly competitive companies in the world today.

Industries Profiled:
Manufacturing; Consulting; Electronics; Technology; Telecommunications; Health Care; Financial Services; Internet; Retail; Service; Aerospace; Banking; Office Supplies; Utilities; Chemical; High Tech; Computer Hardware; Automobile; Transportation; Research; Computers; Shipping; Multiple; Diversified; Consumer Products; Office Equipment; Computer Software; Professional Services; Defense; Newspapers; Publishing; Media


Companies Profiled:
3Com; A Leading Financial Services Firm; AIAG; Alcatel; American Dental Cooperative; American Express; Andersen Windows; Auto-by-Tel; Bell South; Boeing; Boise Cascade; Boston Edison; BP Amoco; Brightpoint; British Airways; Brunswick; Caterpillar; Cavalier Homes; Chase Manhattan Bank; Cisco; Cisco Systems; CNH Global; Compaq; Cypress Semiconductors; DaimlerChrysler; Dana; Dell Computer; Deutsche Bank; DHL Worldwide Express; Discover; Emerson Electric; Ericsson; ESEC Group; FedEx; Ford; Fortune Brands; Fujitsu; Fujitsu Microelectronics; General Electric; General Motors; GE Supply; Haggar; Haworth; Hercules Chemicals; Herman Miller; Hewlett-Packard; Hughes Aircraft (General Motors); Ingersoll-Rand; Intermec Technologies; International Paper; InterVoice; InterVoice-Brite; Jayco; JLG Industries; Johnson Controls; Levi-Strauss; Lexmark; Linde; Mason & Hanger; Matsushita; McDonnell Douglas; Medication Plus; Morgan Stanley-Dean Witter; Motorola; Murray; Navistar; Nike; Nortel Networks; over 50; Pep Boys; Raytheon; Rolls-Royce/BMW; R.J. Reynolds; Sara Lee; Schwinn/GT; Seattle Times; Snap-OnTools; Staples; Sun Microsystems; Target; Texas Instruments; Thomson; Timken; Toyota; Trane; Ty; Unifi; Union Pacific; Unisys; United Technologies; VF Corp.; Weirton Steel; Westinghouse; Whirlpool


Study Snapshot

This Best Practices Benchmarking® Report examines the best practices in the area of order management.  The class includes over 98 companies in 32 industries, several Malcolm Baldrige National Quality Award winners, and many of the most profitable, highly competitive companies in the world today.  The practice descriptions in this research report details:
  • Comparable characteristics and key excellence indicators;
  • Specific best practices relating to the Order-to-Receipt process;
  • Practices focusing on implementation and training;
  • Profiles of high performing companies.

Key Findings

To achieve accuracy and speed in a complex business process, it is imperative to strive for a high degree of integration. Highly integrated systems tightly weave the various process elements and departments, eliminating redundancy and minimizing manual entry. Excellent companies dynamically integrate suppliers, back-office functions (engineering, finance, HR, manufacturing), and front-office functions (sales, marketing, customer service) into a customer-facing whole. Within an organization, the challenges of this level of enterprise-wide integration are real and must be addressed, but to customers the enterprise is a seamless, customer-focused operation that works to their highest level of satisfaction.

This system provides companies with the ability to allocate resources and move materials where needed, when needed, and as needed. However, enterprise-wide vision is required — this cannot be accomplished via traditional, departmental technology-buying processes. Rather, a holistic enterprise view is required, a view that by definition requires the support and attention of upper management.

Most practices identified in this report illustrate some element(s) of a tightly integrated system. Wherever possible, practices are segmented into one of three categories:
1. Order entry
2. Order processing
3. Order forwarding


Table of Contents

Executive Summary
Competitive Perspectives
Project Background and Benchmark Class
Findings
Next Steps
Implementation Action-Planning Worksheet
Overall Project Map

Order Entry
Practices Index
Introduction
Employ Configuration Tools
Incorporate Quote Optimization
Develop Alternative Order Entry Channels
Utilize for Scheduling and Forecasting

Order Processing
Practices Index
Integrated Order Processing Functions
Deploy Systems to Fulfill Regulations
Improve Scheduling Accuracy and Cycle Time
Streamline Finance and Credit Approvals
Mange Workflow to Drive Improvement

Order Forwarding
Practices Index
Employ Integrated Technology Solutions
Integrate the Supply Chain
Link Front and Back Offices

Implementation & Training
Practices Index
Plan for Successful Implementation
Train for Success

Company Profiles
Practices Index
British Airways
Unisys
Northern Telecom
Jayco
Norand


List of Charts & Exhibits

The order to receipt process 
Order management benchmark class
Action planning worksheet
Typical order to receipt system
Customer focused integration
Product configuration
Autoquote system
Order processing application
Truly integrated sales & service
Lexmark’s integrated system
Customer management decision process
Order management key learning order forwarding
Industri-Matematik International’s strategic shift toward forward integration 
EDI deployment sample
Best-in-class plants use EDI intensively
The benefits of EDI at various levels of implementation
Baan’s installation control system
Order management key learning implementation & training