MRO for a more connected enterprise

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Identify. Analyze. Measure. Optimize. SDI rolls out MRO Supply Chain Evaluations to help manufacturers and facilities make the case for change.

MRO impacts more than just receiving and storeroom operations. It touches numerous stakeholders throughout the entire enterprise—from IT to planners to plant managers, maintenance and engineering to sourcing and procurement all the way through accounting and finance.  Each individual department may be too close to their operation to see the potential and the risks. Like the fact that in many companies, the engineers—one of the highest-priced human resources—often spend 60% of their valuable time searching for parts. To bring these issues to light and bridge the functional silos within organizations, SDI has implemented an MRO Supply Chain Evaluation.
 
In the process of evaluating manufacturers’ MRO supply chain, SDI tours a sample of the client’s facilities and speaks with all stakeholders in each discipline, giving everyone a seat at the table. They come back with newfound observations, insights and recommendations that become the client’s most compelling case to enact change and drive improvement of their MRO process. SDI brings a fresh perspective, grounded in 40+ years of helping companies streamline for greater end-to-end efficiencies.
 
To learn more about SDI’s MRO Supply Chain Evaluation visit: sdistart.com 

Success Story

Our former solution provider was not independent; they were a supplier of parts. It's not the best thing to have a supplier be your MRO outsourcing provider. With SDI, we have a truly independent sourcing agent looking after our best interests.

SDI at Work

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.