| Market segment |
Engineered To Order / Made To Order |
Supply Chain centric |
Projects |
| Engineering equipment and Industrial products |
Consumer Goods, Pharma, Industrial / automobile Spares |
Organizations managing multiple or single projects |
| Critical problems |
 | Missed dates, unpredictable deliveries and constant customer pressures |
| Actual capacity lower than the planned plant capacity |
| Perennial shortages and inter functional conflicts |
| Continuous Fire-fighting mode of Operations |
|
| Inventory of Non-moving products in many locations |
| Yet, a shortage of products demanded by customers |
| Forced to sell at discounted price to avoid obsolescence |
| Frequent cross shipments |
| Insufficient returns to Distributors and Retailers |
|
| Project delays – Customer pressures, Poor capacity utilization and LD payments |
| Conflicts in Resource deployment, Project prioritization and Task priorities |
| Poor planning and Execution processes, Long and unproductive meetings |
|
| Required Paradigm Shifts |
| Remove Local efficiency measures |
| Focus on Synchronization |
|
| Leverage the power of aggregation |
| Despatch only what was sold (move from Push to Pull) |
|
| Make FLOW the number one consideration |
| Aggregate Local safeties into Global buffer to manage uncertainties |
|
