LCA: Logistics Capacity Analysis

The LCA tool is based on the NEEDS of a given company, organisation, City Region or Country and is designed to provide the client with sufficient information to support decisions on Logistics infrastructure, facilities and investments going forward. Based on Archomai's in depth knowledge of global logistics, this tool complements work done by specialist agencies and, in some cases, may be completed together as needed. Each LCA will be based on an in depth review of location; objectives; scope and essential outputs as needed. For example:

1. Brief. This will state the specific location(s) and elaborate on output and timeframe. Example: FDI benefits case; Project master planning.
2. Geo political background. Is the location stable? Status and trends will be investigated and detailed in the risk assessment.
3. Environmental profile. What risk factors have to be considered? Natural disasters or environmental challenges.
4. Socio Economic drivers. This to include industrial sectors and logistics infrastructure.
5. Linkages. In many cases, the LCA will link to a specific Master Plan to support a Civil Construction Project. This may extend to an environmental assessment that Archomai’s Green Supply Chain approach can deliver.

SBC – Security & Business Continuity

As Professor Martin Christopher makes plain, supply chains compete, not companies. Globalisation and outsourcing has opened up markets worldwide and sourcing and adding value has become stretched. Lean may mean better, cheaper and faster but it can also carry greater risk. Archomai’s SBC approach combines state-of-the-art supply chain thinking with the insights of colleagues who have worked in all sorts of industries and in environments dislocated by natural disasters, ravaged by war or carrying high risks from organized crime. An SBC could comprise:

1. Brief: Define scope and timeframes.
2. Background: Need to know information.
3. Process mapping: End-to-end study to highlight flows (material; information and cash), constraints, bottlenecks and other issues.
4. SWOT analysis: To highlight behavioural and technical strengths and weaknesses in the face of external opportunities and threats.
5. Skills Gap Analysis: A Skills Gap Analysis will address any skill deficiencies and make the necessary HR recommendations.
6. Technical appraisal: This will evaluate the technical aspects of the security monitoring process end-to-end and formulate recommendations as needed.
7. Regulatory:This will identify regulatory issues and provide a comparison with appropriate standards (e.g. ISO, ANSI, etc.)
8. Report:Detailed report on issues, recommendations, key emergency plans, etc.
9. Monitoring process. This SBC process generates a Base Line assessment, identifying KVIs (Key Value Indicators) that can be used to monitor progress going forward.

MAP: Market Assessment Process

The Market Assessment Process (MAP) has been developed to assist organisations to identify whether specific markets (geographical or business sector) are likely to give a good return on investment, plan the route to market and carry it through to initial market entry. The steps are shown below:

1. Brief. This will state the potential markets and scope and identify the outputs and timeframe(s). Example: Product launch; New market entry; Multi-channel entry.
2. Market Positioning. Understand the cast of characters in the local market, unsatisfied needs, pricing, etc.
3. Lead generation. Identify viable prospects and for each prospect the MAN (person with money, authority and need), a communications strategy, and any specific needs.
4. Capture. Continuous communication and creation of one or more proposals.
5. Proposal Management. Fielding issues, dealing with objections and moving to agreement or sale.
6. Implementation. Assisting where necessary to ensure a smooth implementation.
7. Account Management. Ongoing communication to ensure customer satisfaction and identify additional business opportunities.

Different clients will use different parts of the full MAP, from assistance with strategic decisions where MAP 1-3 may be most appropriate, or MAP 4-7 where the strategic decision has already been made.

PIP: Process Improvement Programme

From experience of process change projects with many clients, Archomai have developed and used their Process Improvement Programme to great effect. It is based on using simple tools to assist and mentor the people within businesses to identify the route to better / cheaper / faster processes. The steps are shown below:

1. Brief. Identify the scope of a process to be improved from end to end and the key facts relating to it. Example: Process improvement; Business turnaround; Green supply chain.
2. Brown Paper. Create a process map on paper, gathered from the people who carry out the process.
3. Initial analysis. Identify potential issues; walk the process to identify misunderstandings, confirm issues and identify opportunities for change (5 Why's, Kipling card, pulse points, etc).
4. Waste. Identify waste and simplify processes.
5. Review. Review the process map and proposed new process with relevant management.
6. Implementation. Create the implementation plan and the business case for change.
7. Mentor. Work with the organisation on the implementation of the changes through mentoring, training, management review, etc.

This programme has been developed from Archomai's PPR approach to change management:
Purpose: What do we want to achieve?
Process: How can we achieve the Purpose?
Resource: What resources, including people and skills, do we need for the Process?