Customary POP Deficiencies Weaken Their Value

No Diagnostic Measures: Reaching for the perfect order goal can be costly, so business executives need to take a targeted approach. Companies generally do not have enough money to create perfect orders for every trading partner and every order. With only customer-centric focused measures, companies cannot have a clear picture of what internal actions were taken or should be taken to make the trading partner happy. For example: Was and should a shipment be expedited for a customer? Was air freight used and should it be used for this trading partner? Exactly what heroics came into play or should come into play to make this trading partner happy? Such extra-ordinary actions most probably impact resources, costs, time, productivity and other business-oriented factors. As such, if these extra-ordinary internal actions remain unexposed, then business executives are unable to quickly, easily and accurately diagnose related problems. As important, if there is no clear guidance as to which extra-ordinary action should be invoked for a trading partner, then business executives are unable to selectively take advantage of the opportunity to make a trading partner happy. In the end, business executives have no opportunity to see or make new process improvements or resource adjustments. Once again, without diagnostic capabilities it becomes very easy for the company’s operations to be misaligned with its business strategy. So, another key deficiency in customary Perfect Order Programs is that they are void of diagnostic measures.