STORIES FROM THE FIELD
Implementing improvements in these areas fosters happy, safe, and secure work environment for everyone.
The Situation
In the first batch, reviewing their current reality revealed their true challenges as an organization. The process champions acknowledged that in order to scale up, a shift in the mindset of the people must be achieved and together they can improve the structures that will support their plans.
Asti Logistics Inc. is the logistics arm of the Abenson Group serving different business units of the company to support mobility requirements in the daily operations. The company has been in the industry for more than two decades and the recent strategy of the company calls for new perspectives especially in making people in their company involved in the changes happening internally.
Action Steps
Taking the TRAIL Executive Coaching program for two consecutive batches brought in continuity in the initial project of standardizing their logistical processes to prepare the operations to scale up into an autonomous business unit, able to serve the business units of Abenson and other external clients in the future.
Capitalizing on competencies and personnel productivity is key to improving their process based on industry standards. This also considers including safe and secure environment for the logistics personnel. The second batch of TRAIL ECP participants have taken the initial innovation project to a level higher in their prototyping such as restructuring the organization to accommodate specializations in inventory analysis, transport planning, and maximized warehouse management system. Implementing improvements in these areas fosters happy, safe, and secure work environment for everyone. Parallel implementations allow the process owners and officers not to force change into their people but highly engaged them into working together towards a collective aspiration. Collaborations among marketing, sales, warehouse and logistics, procurement, and the supply chain team spearheads a plan from orders to dispatch with monitoring the movement based on their new standards. This is their way to establish an efficient end-to-end process that will transition the company to be profit-center unit in the future.
The second innovation project that’s been prototyped will be continued and piloted from Building 1 to Carmona stations starting January 2020.
OTHER STORIES FROM THE FIELD
Stories from the Field are accounts from the participants of TRAIL Executive Coaching Programs who have been immersed in the U-Process sharing their learnings and insights in the pursuit of achieving their individual and respective organizational highest aspirations.
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