The assignment was divided into three distinct phases. The first phase involved the identification of requirements of the management in organising the supply chain. The second phase involved an audit of information systems according to CobiT (Control Objectives for Information and related Technology) of ISACA and the audit of the processes of the supply chain according to the Supply-Chain Operations Reference (SCOR) model . A benchmarking (comparison) was conducted between the two production sites (Belgium and France). The third phase involved the development of a strategic plan for the harmonisation of information systems between the two sites in accordance with identified requirements.
GrandecoWallfashion was founded in 2007 by the merger of Grantil in France and Ideco in Belgium. The group is one of the largest players in the world of wall fashion and distributes these products in more than 55 countries worldwide.
Grandeco is part of the GIMV. Independent investment company listed on Euronext Brussels, Gimv specialises in private equity and venture capital, focusing mainly on the European market.
2008 February: Phase I - Identification of the requirements of the supply chain management
2008 March-April: Phase II - IT audit according CobiT and process audit according SCOR
2008 May-June : Phase III - Development of the strategy for the harmonization of information systems
Methodology – Development of supply chain strategy based on SCOR
The methodology is based on six steps by integrating the CobiT framework (for the IT processes) with the SCOR model (for the supply chain processes):
The requirements phase determines the needs of management regarding the supply chain management. A business model is developed, distinguishing management processes, key processes and support processes. The requirements are defined for each process and are classified according to three priorities: high (must have), medium (should have), low (nice to have).
- The audit phase evaluates the IT processes according CobIT and the supply chain processes according to the SCOR model. Processes are evaluated in terms of conceptual adequacy and operational efficiency.
- The management rules for the supply chain are developed.
- The management principles are applied to develop a new business model based on the system integration of both sites.
- Based on different integration levels of the two sites, various alternatives are developed for the future business model. The risks and benefits cost analysis for each alternative are calculated with recommendations for management.
- The new business model is finalised based on the selected alternative. The key Indicators of the SCOR model are adapted to the company.
QAP has an extensive experience in governance, project and program management, as well as in control and risk management
For more information, contact Patrick Soenen at p.soenen[at]qap.eu.