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MRO As-a-Service

To compete on a global scale, organizations have to ensure their direct, indirect and maintenance, repair and operations (MRO) supply chains are working together, according to a new research study sponsored by SDI, Inc. and published by industry analyst firm HfS Research. The report finds that more value is created through managing this most overlooked area of supply chain operations as an end-to-end business process rather than traditional approaches to extract value through a category procurement event. This is leading to the rise of As-a-Service, where value is delivered via on-demand, highly scalable plug-and-play services that impact business outcomes.

According to the report, “MRO as-a-Service. The shift to the As-a-Service economy changes the value proposition of MRO BPO,” which is based on a survey of a variety of procurement and MRO professionals in different industries and enterprises, MRO represents a significant opportunity if addressed as an integrated business process. Yet many enterprises report having stagnant, broken or non-existent MRO processes until they sought the resources to support MRO and drive it throughout their enterprise to impact business outcomes.

Read the press announcement here. 

Click to download the full document to learn more about the changes in value proposition in MRO BPO.


Success Story

It is important for my MRO supply chain provider to have a general understanding of my business--SDI knows my business from end to end.

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.