Supply Chain Excellence: The Platform Sessions
Chris Williams-Lilley, founder and director of Rail Champions, describes the lessons learned at its recent workshops. R
eflecting on the recent appointment of Dr Francis Paonessa as the new MD
of Network Rail Infrastructure Projects, I feel confident that the overhaul of the rail industry supply chain is going to continue. The responsibility of delivering the £25bn programme of enhancements and renewals using traditional construction industry habits (master-servant) is just not going to cut it.
The rail industry has embraced a ‘collaborative approach’ where operations are streamlined, with pressure on principal contractors to deliver more value than ever with a strong supply chain methodology.
the willingness of the business to adopt new practices and focus on change. Customer- driven supply chain strategies should span three to five years, so if you’re looking at your strategy for CP5 today, you should also consider what the world will look like when CP6 and CP7 are being tendered.
All companies need to adapt for the future, taking into account behaviours and values of each team member. Only then can innovation and talent be harnessed, utilised and shared within the ‘partnership’.
Network Rail’s appointment of Dr Paonessa is being seen by many as a sign that it too is determined to introduce fresh ways of thinking.
For example, at Bombardier, Dr Paonessa successfully managed a range of large scale, complex projects and led a major culture change programme. He achieved a significant increase in productivity across the business and led his teams to win orders with Southern Railway and TfL. His legacy to the good people at Bombardier (and Derby) was the
Over the past 12 months, Rail Champions has delivered a number of workshops on the Southern Frameworks, implementing breakthrough customer-driven supply chain strategies and successfully raised the profile of lower tiers.
Quite deliberately, we set forth a challenge, aligning strategy with the greatest needs of the customer (Network Rail). In doing so, we were able to gain a unique perspective on how each partner was able to meet the challenge of collaboration, transformation and development of a sustainable supply chain in their respective businesses.
First we looked at the culture, reconnecting management with their vision, mission and values. Inevitably some recognised early on, that success in the future would depend on
200 | rail technology magazine Apr/May 14
£1.3bn contract to provide the trains and a depot for Crossrail – a major boost for the business after it lost out to Siemens on providing trains for Thameslink.
Here’s the key: Dr Paonessa and his team argued for, and won, £20m of investment from the parent company for a new rolling stock platform to form the backbone of their Crossrail bid. Then taking a consultative approach, spoke with train operators and rolling stock owners to find out exactly what they wanted from new trains. The final solution was a ‘modular product’ that could be easily adapted for differing needs.
As suppliers, we have to evolve and develop new ways of thinking and doing. One of our expert platform speakers, Mend London, is offering ‘world class’ industry change by supporting
communities, organisations and companies to boost performance on the Crossrail C305 Eastern Running Tunnels Project. Mend, led by Liane Hartley, also specialises in managing the social impact of development and sub- suppliers to demonstrate their social impact and social value, acting as a critical friend.
In summary, we remind business leaders that some organisations have a ‘ready-fire-aim’ culture. In these businesses, there is little appetite for planning or strategy development – sometimes even at bid stage! People are just too busy with their day jobs. These companies will find the future demanding.
Rail Champions is helping more and more suppliers deliver effective supply chain strategies that engage customers, are easy to implement and deliver sustained value on project roll-outs. The trick is to get buy- in early and set realistic targets, developing a programme that is understood and makes everyone accountable, all of the time.
Check out The Platform Sessions at Infrarail for insight and debate on delivering supply chain excellence. You can follow the discussion on Twitter @Infrarail or use #ThePlatform2014.
Chris Williams-Lilley
FOR MORE INFORMATION
www.infrarail.com/infrarail/the-platform/
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