In an international valve manufacturing company that has global customerlocated across Nuclear Power, Oil & Gas,Petrochemical, Marine, Process, Metal industries etc they still use manual tracking of documents flowing withinsupply chain (supplier, internal departments andend customers) resulting consumption of more man hours and risk of delaying deliverables to customers.Also, there is risk of human error in tracking large volume of the project status (more than 80 ongoing projects in one region) manually.

The internal software system used in the company is based on ERP (Enterprise resource planning). This system is usedstarting from winning sales order, project scheduling and planning, allocationand completionof engineering and quality tasks, status update during manufacturing phase (procurement, supplier activities, testing schedule etc.) and tracking invoices.

Suppliers and customerscannot access this ERP system. So,the documents flow toand fromsuppliers, customers(and sometimes within departments) are generally throughe-mails and tracked by project managers manually through excel sheets.

Thereare no penalties in the contracts, so delays with proper justification are acceptablewithin the company and by customers with prior information. Therefore recurring weekly meetingwith customer is essential to review progress.

What are the 3 main risks in using those outdated systems and what are 5 concrete recommendation to improve the process? What KPIs should be installed to measure the performance? And the organizational and cultural architecture should look like?