An action research on improving the turnaround time of SCMP-APAC team during the supplier performance management activity of JLL Business Services (JBS)
This action research aimed to improve the turnaround time of SCMP-APAC team during the quarterly Supplier Performance Management (SPM) activity of JLL Business Services. Previously, the team had a slow turnaround time resulting in a delay of publishing the scorecards on its given target date. Hence,...
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| Format: | text |
| Language: | English |
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Animo Repository
2019
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| Online Access: | https://animorepository.dlsu.edu.ph/etd_masteral/6427 https://animorepository.dlsu.edu.ph/context/etd_masteral/article/13483/viewcontent/Barillo__Dheorhiz_IAR2_Redacted.pdf |
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| Institution: | De La Salle University |
| Language: | English |
| Summary: | This action research aimed to improve the turnaround time of SCMP-APAC team during the quarterly Supplier Performance Management (SPM) activity of JLL Business Services. Previously, the team had a slow turnaround time resulting in a delay of publishing the scorecards on its given target date. Hence, in order to improve the turnaround time, we agreed to utilize the present resources that we have in our team. The tools and frameworks used in order to achieve the researcher’s goal were the action research methodology, lean system (just-in-time) philosophy, Alter’s work system, Beckhard’s planned change process, and Lewin’s change model. For the first cycle of this action research, we had several meetings and deep dive sessions to analyze, plan, and take action of our chosen intervention for our focal issue. With this collaboration, we have implemented two interventions for cycle one: (1) division of SPM scorecards per account/client within the selected members of Bravo group and (2) SPM reports consolidation using merge tool in MS Excel. After the implementation, we have managed to evaluate the result of the interventions and captured the issue or concern that came up with this cycle/quarter. Afterwards, the second cycle focused on sustaining the success of cycle one initiatives despite of the planned change of tasks in our team. The main intervention for this was the proper transition of the former SME to the newly appointed SME for SPM activity that was took effect on the next quarter (second cycle of action research). Finally, in the spirit of continuous improvement, we took note of the items for refinement during the final meeting that we could use for the other succeeding SPM activities. |
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