Fighting the fear factors

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The business of logistics is well understood. We in the industry strive to manage the flow of goods from multiple sourcing points to multiple end users. Many logistics operations have embraced general purpose Information & Communication Technology (ICT) tools such as email, networked computers or even Electronic Data Interchange (EDI) to improve efficiencies in their workforces. Nevertheless, most are far from fully exploiting similar opportunities with more focused technology, aimed at simplifying complex activities associated with the diverse functions of their business. 

The fact is that our industry is under unprecedented pressure to reduce costs and improve service offerings. Management is constantly being asked to prevent mistakes and provide new and innovative reasons why customers should buy from them. Often their instinct is telling them that, as in other industries, technology can fast track them to new efficiency gains and deliver exciting adaptations to their service offerings. So are we expecting too much of the directors who control large logistics operations?

There are a number of fear factors which make their decision-making process appear to be a leap of faith at best, or at worst, a black art. So what are the three biggest fear factors we, as an industry, need to overcome?

  • Cost: margins are low in our industry and building a case to fund a major purchase during one year, when pay-back may only be realised over two or three years, is a problem. But although this initial cost can easily be identified early in the process, there are many obscure or hidden expenses associated with it. Cost of implementation (regrettably IT projects have a poor track record of on-time delivery), cost of ongoing support and the cost of internal change are all contributing factors that have to be estimated and included in the business case.
  • Application choice: there is a plethora of IT solutions on offer, the navigation of which complicates the task of integrating with existing systems even further. Understandably, managers are fearful of making a wrong decision and affecting their reputation. There is a saying: “You never got fired for hiring IBM.” However, this cannot easily be applied in our domain as there is no IBM or Microsoft-style standard for logistics technology.
  • Evaluation and mitigation of risk: the desire to avoid exposing the existing business to risk is an honourable one and is not unfounded, given recent highly-publicised troubled implementations. Over-running during an implementation frequently hinders not only the project team, but the business as a whole. So is it little wonder that our management teams secretly harbour concerns about proven project or program management skills?

This fear may not be openly discussed, but applying new technology is only one part of a successful implementation; changing people’s behaviours as a result is also a crucial element and managing this change process can often be seen as a daunting task. So who does the decision maker trust?

These compounding layers of fear and apprehension too often lead to the decision to do nothing. Strategies for overcoming these fears are a matter for all involved parties in the logistics marketplace to think about (company directors & IT vendors). Instinctively we know that efficiency gains can and must be realised by the use of technological solutions to stay competitive in our modern world. Technology can deliver real competitive advantage, we all know this, but there is no mistaking that imagery created by IT sales brochures claiming “fast-track” and “plug & play” are misleading.

It will come as no surprise for many, but in our experience successful implementations are about hard work and focus on detailed actions. To recognise real efficiency gains and profit from IT, directors must be prepared to embrace five basic principles:

  • Align IT objectives with genuine business requirements.
  • Have realistic fallback and recovery strategies.
  • Create clear communication channels where honest reports are regularly discussed.
  • Clearly define both internal and external roles and responsibilities to create ownership of each and every task.Ensure that team buy-in and change management are given equal importance to technology deliverables.

By adopting these principles, these directors will alleviate the fear factors surrounding IT adoption in logistics and take a major step towards enhancing their companies’ process efficiency and service offering.

Ian Robinson is managing consultant, IS Solutions at Key3 Partners. T: 01788 540550.

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