Facilitating rapid growth in a regulated, publicly traded company
Business Needs
3box. Culture and different internal policies all have a significant impact on employee retention and engagement. This extremely important for growing businesses and start-ups. For sustainable growth, a big-picture strategy managed by HR professionals or service providers will be key.
It is necessary to develop and maintain a systematized framework to discover opportunities and enhance work performance, while ultimately contributing to the betterment and value of the entity.
Stay ahead in a rapidly changing world
The solution WP consulting came up with combined cutting edge technology with real world practicality. Everyone knew that the systems had to be updated, the real challenge was updating them without disrupting the whole organization in a negative way. The solution was to introduce proper workload management done through computers, while providing mobile platforms to the stakeholders.
This allowed the workers to be involved in the job instead of feeling like they had been made redundant by technology.
The challenge...
Initial observations showed that the company was experiencing rapid growth, due to the regulation shifts surrounding cannabis sales. Through serving other businesses within the cannabis industry with ancillary products, the business had experienced unmanageable growth. As a result, a number of core business issues started to arise:
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Financial controls:
The company had expanded across three U.S. states, with little to no financial controls, causing revenue to be recognized inconsistently and in-turn, corrupt procurement data integrity.
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Operational bottlenecks:
The operation was suffering a number of bottlenecks, such as rapidly expanding needs for inventory storage. Furthermore, lack of documented operational procedures, made hiring more challenging.
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Data inaccuracy and reporting errors:
The lack of SOP’s and controls, made data integrity a challenge for the company, posing a threat to them due to their publicly traded nature and financial reporting commitments.
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Inability to forecast:
The business struggled to forecast financially or their upcoming inventory requirements as a result of the compounding inaccuracies through each department.
Arguably, the biggest challenge for the company was the inter-departmental communication. As a result of the departments and warehouses operating autonomously, a number of different processes and systems were adopted across the business. These inconsistencies contributed to the data inaccuracies as the information flowed through the business.
The solution...
The solution for the company was implemented in stages, avoiding business interruption and the loss of valuable historical business data. Through unification of processes, policies and technologies; the company would maintain a IFRS compliant reporting standard across each department. To account for cash-flow constraints, alternative funding options for the project were explored and resulted in the company remitting a large portion of the implementation expense in stock.
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Improve sales and operations and production planning:
The teams focused their efforts on a few of the highest-value S&OP levers in order to review the current planning process, identify gaps in the planning infrastructure and analytically understand demand and supply variability.
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Optimize the supply chain for perfect order planning:
The diagnostic determined the stressors that affected sales and service levels. The teams focused on resolving issues related to higher-than-normal back-orders and lead times, which stressed the entire supply chain and led to delays in medications reaching consumers.
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Determine the right inventory level:
The teams focused their efforts on a few of the highest-value S&OP levers in order to review the current planning process, identify gaps in the planning infrastructure and analytically understand demand and supply variability.
-
Optimize the supply chain for perfect order planning:
The diagnostic determined the stressors that affected sales and service levels. The teams focused on resolving issues related to higher-than-normal back-orders and lead times, which stressed the entire supply chain and led to delays in medications reaching consumers.
The biggest challenge was that Arguzo was not utilizing technology properly. Too much of the work was still being recorded manually, which meant that the numbers took a long time to note down and then to be analyzed. Live data was also not available and decisions can only be made after all the required data and been received. This was holding Arguzo back; they knew they could corner more of the market if they had the ability to be more mobile. The work addressed three critical issues for Pharm Ltd.:
Result
The biggest challenge was that Arguzo was not utilizing technology properly. Too much of the work was still being recorded manually, which meant that the numbers took a long time to note down and then to be analyzed. Live data was also not available and decisions can only be made after all the required data and been received. This was holding Arguzo back; they knew they could corner more of the market if they had the ability to be more mobile. The work addressed three critical issues for Pharm Ltd.:
-
Improve sales and operations and production planning:
The teams focused their efforts on a few of the highest-value S&OP levers in order to review the current planning process, identify gaps in the planning infrastructure and analytically understand demand and supply variability.
-
Optimize the supply chain for perfect order planning:
The diagnostic determined the stressors that affected sales and service levels. The teams focused on resolving issues related to higher-than-normal back-orders and lead times, which stressed the entire supply chain and led to delays in medications reaching consumers.
-
Determine the right inventory level:
The teams focused their efforts on a few of the highest-value S&OP levers in order to review the current planning process, identify gaps in the planning infrastructure and analytically understand demand and supply variability.
-
Optimize the supply chain for perfect order planning:
The diagnostic determined the stressors that affected sales and service levels. The teams focused on resolving issues related to higher-than-normal back-orders and lead times, which stressed the entire supply chain and led to delays in medications reaching consumers.
The biggest challenge was that Arguzo was not utilizing technology properly. Too much of the work was still being recorded manually, which meant that the numbers took a long time to note down and then to be analyzed. Live data was also not available and decisions can only be made after all the required data and been received. This was holding Arguzo back; they knew they could corner more of the market if they had the ability to be more mobile. The work addressed three critical issues for Pharm Ltd.: