Avoiding the Traps of Premature Dashboard Implementation

Background

We all love the idea of sleek, sexy dashboards with gorgeous graphics that offer deep insights into our operational challenges and how to fix them. But let’s be honest, we often want these analytics faster than our organizations can handle. Sound familiar?

A prime example is a pharmaceutical client of mine who asked me to figure out why their project to develop a supply chain dashboard was endlessly delayed. The goal? Develop business analytics using outputs from their supply chain planning tool.

The executive team was especially eager for a report that could project inventory turns over the planning horizon, based on forecasted demand, current inventory, scheduled receipts, and planned orders. They were growing increasingly frustrated with the delay.

The Problem: A Ferrari Stuck in the Garage

It didn’t take long to find the main issue. Despite having an expensive enterprise-level planning solution for two years, it was just sitting there, gathering dust—a Ferrari stuck in the garage. The Planning team’s assurances aside, all I found were production and purchasing plans made with the good old universal planning tool—MS Excel.

In other words, the data inputs were mostly garbage, leading to—you guessed it—garbage outputs. Meanwhile, the third-party developer was happily pocketing the company's money while producing these useless reports.

Outcomes and Strategic Lessons Learned

After two years of effort, the planning software started delivering useful information. Here are the key lessons we learned:

1. Validation of Readiness: Before jumping into new software, make sure your organization is ready. This means all necessary processes and data inputs must be accurate and aligned with the software's requirements.
2. Accurate Data Inputs: Reliable outputs come from accurate inputs. Everyone needs to understand their role in providing precise data.
3. Holistic Approach: A successful implementation needs a team effort. Cooperation and commitment from all departments are essential.

Conclusion

This case study shows just how important thorough preparation and cross-departmental collaboration are for successfully implementing supply chain planning software. By addressing inaccurate inputs and lack of buy-in, the pharmaceutical company eventually leveraged the software to boost their business analytics and improve inventory management.

For strategic leaders, the takeaway is clear: validate organizational readiness and ensure accurate data inputs to avoid the "garbage in, garbage out" trap. This experience highlights that strategic foresight, rigorous preparation, and a collaborative culture are key to overcoming implementation challenges and achieving long-term success in supply chain management