Implementation management

Implementation management

Creating plans is important, but implementation delivers the result
A plan has been approved for a new supply chain strategy, a new system or another logistics service provider and now it has to happen. Implementation projects often tend to be difficult, because then everything has to fit together at the right time.

A project approach and planning must be drawn up taking into account:

  • mutual dependencies between the activities and the critical path;
  • the required involvement of different departments;
  • organizational consequences of the planned changes;
  • testing/verifying intermediate project deliveries;
  • communication before and during the project.

 

Implementation management is about the main picture and the details
Every implementation process is different. What goes well within one project can be a bottleneck for another project. Attention is needed for the main picture: what do we want to achieve and in what steps are we going to do that? But also for details: what can really become critical in a certain phase. In case of several parallel running subprojects, it concerns an implementation program, which is even more complex. It is important to be clear in advance when the project has been successfully completed: is that when a new approach has been taken into use or only when a certain performance has been achieved? Quite useful to have that clear from the beginning.

LogiLex's role in implementation management 
Many companies do not have experienced project or program managers internally available to manage implementation processes. Or decide to use external support to ensure the project gets sufficient management attention.

LogiLex can be used for:

  • contributing to/advising on program /project approach and phasing;
  • drawing up a project plan;
  • program/project management;
  • preparing periodic progress reports;
  • follow up on project delays.

 

LogiLex's experience in implementation management

  • implementation of efficiency improvement project at a producer of potato products (Farm Frites);
  • implementation of a new supply chain organization model (European logistics at Diversey, new business office at RET);
  • change of logistics service provider and/or warehouse location in Ireland, Sweden, Finland, France, Italy, Greece, Russia, Poland (Diversey);
  • outsourcing of logistics services in the Netherlands and Brazil (Unilever);
  • takeover of logistic operation for household products (Tibbett & Britten / DHL);
  • reorganization of loss-making fashion operation (Tibbett & Britten / DHL);
  • system implementations of ERP, quality management and WMS (Unilever).
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Lex’ structured way of working, seniority and the speed in which he acquainted himself with our business were impressive. I highly recommend him for operational and strategic supply chain assigments.

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A committed colleague who takes his responsibilities seriously. Pursuing the agreed business targets but not losing sight of the interests of the stakeholders involved. In short: a great colleague to work with.

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Despite high time pressure, a thorough RFQ process has been carried out, in which Lex had an important role with his thoroughness and humor. A sound foundation for a successful implementation with the selected provider.

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During the many years I worked with Lex, he lead many succesful initiatives and implementations. I would recommend him to any organization who needs Supply Chain and Logistics leadership and expertise, with a good track record of delivering results.

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Great appreciation for the input Lex Kop gave to the distribution logistics roadmap for China. His down to earth approach, sharp analysis and open feedback greatly contributed to our thinking.

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Our succesfull outsourcing project in Brazil has been achieved with the excellent integration of the experience, knowledge and commitment of Lex Kop.

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Many thanks to Lex Kop for the excellent job done on the ice-cream cost reduction project and also for the patience demonstrated in handling such a project in difficult business environment.

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During my first years working at Unilever, Lex gave me the opportunity to understand how logistics work and that a simple way of thinking is usually the best way to solve very difficult problems. A great mentor !

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A great organizer who makes sure the project stays on track.

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Creating plans is important, but implementation delivers the result
A plan has been approved for a new supply chain strategy, a new system or another logistics service provider and now it has to happen. Implementation projects often tend to be difficult, because then everything has to fit together at the right time.

A project approach and planning must be drawn up taking into account:

 

Implementation management is about the main picture and the details
Every implementation process is different. What goes well within one project can be a bottleneck for another project. Attention is needed for the main picture: what do we want to achieve and in what steps are we going to do that? But also for details: what can really become critical in a certain phase. In case of several parallel running subprojects, it concerns an implementation program, which is even more complex. It is important to be clear in advance when the project has been successfully completed: is that when a new approach has been taken into use or only when a certain performance has been achieved? Quite useful to have that clear from the beginning.

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LogiLex's role in implementation management 
Many companies do not have experienced project or program managers internally available to manage implementation processes. Or decide to use external support to ensure the project gets sufficient management attention.

LogiLex can be used for:

 

LogiLex's experience in implementation management

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