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Best Practices for MRO Supply Chain Transformation

Strategic sourcing and supply chain initiatives involving Maintenance, Repair and Operations (MRO) rarely reach their full potential in today's marketplace. Corporate America is littered with MRO projects that have only scratched the surface in terms of potential. The MRO supply chain is typically filled with maunal processes without real controls, resulting in waste. For the most part, the root causes for these shortfalls are due to a lack of connectivity with the rest of the enterprise and the lack of understanding of the nuances related to the MRO supply chain. 

Understanding and addressing these nuances up front can mitigate previously unforeseen risks and open up opportunities for innovation and process improvement. The objective is to transform the MRO supply chain to a state of appropriate automation, performance monitoring and metrics that deliver an overall reduction in the total cost of ownership. The following discourse presents ten essential points to consider when developing a meaningful and continual MRO supply chain transformation. 

Click to download SDI's latest whitepaper for the best practices in MRO supply chain transformation.

Best Practices for MRO Supply Chain Transformation.pdf

Success Story

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.

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.