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by David O'Brien , Contributing Editor, Rob Bois, Contributing Editor Posted on Monday, November 28, 2005 1:50:00 PM   Over the past several months, we have analyzed what it takes to become a demand-driven manufacturing organization. In this installment of ManagingSMB, we review the role of customer management processes,and examine how SMB manufacturers are re-calibrating these processes to get closer to and begin to shape and influence product demand. Clearly, demand-driven manufacturing begins with customer interactions: contract manufacturers need to respond quickly and efficiently to their upstream partners. Responding to customer requests for quotes is essential for success. OEM and brand owners need to be able to effectively "design for supply" -- establish effective integration between customers and design functions so customer requirements can be translated into product designs, and those requirements can quickly be communicated to manufacturers and supply chain partners. Speed, accuracy and the ability to flexibly accommodate the increased volume requirements of a growing business are essential. Too often, however, SMB performance on these metrics is mediocre. Trying to manage key business processes with manual methods is a typical root cause of poor performance in areas like inquiry-to-order management, pricing and order entry, reporting and visibility on channel sales and sales management. [Click to continue] |