Integrated Project Management

Ensure Your Supply Chain Project Management Delivers

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For many enterprises - engineer to order companies, in particular – successful supply chain project management relies heavily upon the maintenance of the supply chain. The essentials of a successful project include the timely, accurate, and efficient delivery of materials, supplies, equipment, and manpower.

However, changes in material supply, product orders, or customer forecasts can have a significant impact on project schedules in terms of having to accelerate or delay project delivery. Often, demand and supply changes take too long to show up in project management schedules, resulting in missed milestones, "throw away" work, penalties, and cost overruns.

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Companies are faced with the challenge of managing complex supply chains and projects, yet they try to handle this challenge in systems that run independently of one another. As a result, most decisions are made without an idea of their true implications.

These events, and the subsequent decisions, can have cascading negative impacts across the organization in the form of:

  • Missed billing/revenue milestones
  • Penalties
  • Cost overruns
  • Excess inventory
  • Idle or overburdened resources, to name a few.

With a high degree of material and resource volatility, it has become essential to establish an integrated project management system for supply chain operations.

This means you need an accurate, single view of:

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how a project is impacted by supply chain disruptions

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how a project change (e.g. change in scope) alters supply chain requirements

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The RapidResponse® Integrated Project Management application enables:

Direct links between project tasks and supply chain availability
Calculate (and re-calculate) project schedules, and quickly assess the implications of changes. Specific resources include:

  • Multi-scenario Gantt charts with summary-level durations, slack time, and comparisons to plan, with milestones directly linked to implications on revenue and costs.
  • Material– and non-material-related tasks directly tied to capable-to-promise processes and analytics, therefore automatically uncovering and accommodating resource constraints.
  • Tasks linked to formal work breakdown structures to enable understanding of the supply chain drivers and implications on projects.
  • Visibility into cost details for material or non-material-related activities for a summarized view of total project costs, which then supports project profitability modeling.
  • Project management what-if analysis  capabilities that link the supply chain analytics to project schedule projections. This enables companies to quickly assess the implications of potential material or non-material-related task delays or accelerations.
  • Project and supply order changes synchronized with back-end systems.

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By embedding critical project management resources in the same system that you are managing the supply chain, decisions can be aligned and actions synchronized.

THE RESULTS?

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Fewer missed project milestones, resulting in less financial penalties.

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Decreased time to revenue recognition.

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  • Improved cash utilization.

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Alignment between all stakeholders: project office, supply chain operations, finance, and your customers.

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