Mashel is a Receiver who brings over 20 years of warehouse experience and 10 years of receiving to SDI, Inc. She has worked for companies like Eckerd’s (now CVS) warehouse, Friedman’s and Zales Jewelers responsible for receiving. She has been with SDI going on two years and she loves doing her job. Mashel verifies parts and receives them into inventory. She often interacts with American Airlines maintenance assisting with spot buys for Crew Chiefs.
It takes a progressive manager to push the organization to look at indirect spend and managing it in a different way - but once you see it, then you realize the opportunity.
In the third post in this series on MRO As-a-Service by Spend Matters, Pierre Mitchell and Michael Lamoureux talk about how managing MRO as a process delivers benefits from efficiency to effectiveness and beyond to an evolutionary phase. The next generation of value, MRO-as-a-Service, helps organizations build intelligent, agile, scalable and integrated supply chains (direct and indirect).
The project team has worked its way through Define, Measure, Analyze, and Improve. It’s time to begin the Control phase. The key stakeholders gather to evaluate the solution as implemented and create a plan to sustain the improvements. The goal is to standardize the improved processes, establish an audit schedule and schedule periodic follow-up to identify additional opportunities for improvement.