Xtreme project management

Business Recovery

Even though I have worked with most of the OWC team for more than 25-years, I’m still impressed with what they can do for organisations big and small that need help with a BIG problem at short notice.

The Problem

Our most recent business recovery project was for a customer who was losing customers as a consequence of being short & late on delivery of goods orders, losing the ‘cold chain’ conditions on chilled and frozen goods; and supplying damaged and ‘date expired’ stock.

The company had bought a going concern from a family run operation without addressing key cultural and other changes required. An additional acquisition soon after resulted in unplanned stock transfers into unsuitable storage areas. The merger of different management, IT and accounting systems was managed remotely and not integrated with the operations.

What we did:

Within a week our operations expert Lawrence Norton, organized a team including @Jennifer Brewer, submitted a proposal and quote and when accepted began working a mix of day, night and weekend shifts on the client site where they:

  • Established a common understanding of the current supply chain and financial processes, horizontally and vertically from top to bottom.
  • Mapped and prioritised deficiencies and changes required to remove key issues and stem loss of customers
  • Reorganised staffing and logistics operations to deliver to customer and business requirements
  • Stabilised safety and environmental standards to meet regulatory and company standards
  • Redesigned warehouse layouts and traffic plans to reduce risk and “pick” times
  • Researched, designed and implemented a safer and more efficient supply chain by;
  1.           Reorganising the warehouse, fridges, loading area and staffing to minimise “pick                times”
  2.           Implementing sequential loading and staging to maintain truck timetable and the              “Cold Chain”
  3.           Extending chain of responsibility as far as practicable to eliminate errors at earliest            point
  4.          Consolidation and stabilisation of inventory to meet customer actual needs
  • Process mapped end to end business activities including horizontal and vertical interdependencies; and
  • Identified financial and commercial cost drivers.

The outcome and client benefits

  • The end result after just 6-weeks was.
  • Performance targets consistently met and exceeded for on time departure ‘cold chain’ maintenance and DIFOTA;
  • Compliance with safety standards met and audited by “Worksafe”;
  • Operational and organisational restructure accepted and implemented by management and staff;
  • Reduction/elimination of; average pick times, mid shift fork lift battery recharges, warehouse driver overtime and breakages/losses;
  • Staff morale improved and with it the acceptance of changes that led to staff-initiated improvements being offered;
  • Customer loss stemmed and staff and management focus realigned on maintaining standards instead of firefighting multiple problems;
  • Improved financial and commercial performance.

On final handover Lawrence and the team provided a “Road Map” to enable the client to continue the improvement and development process.

This project was planned and undertaken concurrently, something that 25+ years of experience each allowed the team to do with confidence. It is this experience that allows me to recommend them to any organisation experiencing an operational crisis that needs to be turned around quickly.

Contact 03- 96539456 to speak to one of the OWC team or visit:

The Tambro Consulting and One World Consulting Partnership

Tambro Consulting and One World Consulting are pleased to announce their new partnership. This exciting partnership has expanded the opportunity within our end-to-end business growth and improvement solution through the provision of strategic advice and guidance on the development, establishment and execution of asset management systems. When implemented as a part of our larger business growth and improvement strategy, the realised savings through improved efficiencies can be a source of project funding.

As part of this unique strategic partnership, Tambro Consulting has developed a joint service solution with OWC, bringing together our proven track records of working within Australia and internationally. Collectively, our team of professionally recognised consultants has successfully been working at the cutting edge of asset management for over 20 years, both domestically and internationally, within blue chip organisations that include facilities, infrastructure, transport, utilities, manufacturing, processing, power generation and resource sectors.

Read more about our partnership, specialist skills and how we can help your company expand by downloading our PDF’s

Tambro Consulting & One World Consulting Brochure
Tambro Consulting & One World Consulting Brochure Insert

The OWC & OWS Resource and Asset Management solution

OWC does not only plan and advise. We also have the capability to implement the solutions we propose in partnership with a number of major contracting companies with whom we have worked over the course of our careers. Our preferred model is to transition in-house non-core services to a dedicated OWS service delivery company owned and managed by OWC and/or as a Joint Venture with a partner selected as the best fit for each particular opportunity.

Let us show you what we can do to help you manage internal organisational and external customer/supplier contractual change and performance by downloading our pdf

Sinogie and OWC Partnership

Sinogie and One World Consulting are proud to announce their partnership, which has opened up the opportunity for an end-to-end solution for AustralAsian business expansion and growth.

In a unique strategic partnership, Sinogie has developed a joint service solution with OWC, bringing together a proven track record in working with Australian, New Zealand and other international companies seeking to expand their businesses into China, Japan and South Korea. Reciprocally, we also work with Asian companies and agencies seeking to expand into Australia and New Zealand. Together, Sinogie and OWC offer a functional and sustainable approach to translating strategic Business Improvement and Growth objectives into a fully integrated and deliverable plan and the subsequent implementation of that plan. We call this our ‘BIG Advantage’.

Read more about our partnership, specialist skills and how we can help your company expand by downloading our PDF.

Building Better Relationships

(Original article by Sarah Begg, featuring Liam McFadden)

Ever wondered if your suppliers value you as highly as you value them?
Discover the secrets to forming lasting business relationships and what elements can make (or break) a partnership.

 

 

In today’s business world, positive business relationships between companies can often be a defining factor in securing a deal. Through developing positive relationships with clients, a company can secure an abundance of future work. Ensuring relationships with suppliers and subcontractors are also kept strong means that loyalty and quality will be constantly achieved. So the question is: what makes a great relationship and how can this be achieved?

Liam McFadden, Partner at Better Business Relationships (BBR), explains why building strong relationships with business partners is so important. “A company’s greatest asset is its people,” he idea than you do about the commercial and strategic importance of your business relationship, and this is reflected in the nature and performance of your arrangement with them,” notes Liam. “Keep in mind the possibility that whatever the relationship is, there is always scope for improvement. Identify the subcontractors and suppliers who are of strategic and financial importance to you; work out where they are in terms of current relationship levels compared to where you would like them to be, and note what this is telling you.” It is essential to watch out for a number of mistakes that are easy to make and very common among people when trying to build better relationships. As Liam says, “The most common mistake by far is making assumptions with respect to the willingness and capability to change at both an organisational and individual level. When more than one person is involved, what seems obvious usually isn’t. Relationship management is not easy and it is not for everyone. Changing people is a process and journey, not an event, and sometimes you might have to ‘change’ the people to create the right environment of willingness and capability to change business relationships for the better.” Better Business Relationships was formed as a means to aid and train companies in the necessary techniques needed to establish and maintain great partnerships and working relationships. Liam notes that not all relationships are the same, nor do they need to be. “We have identified three common relationship types, each of which needs to be established and managed says. “Therefore, a company’s performance in the marketplace comes down to its people and the relationships they form with employees from other organisations. This applies to both external relationships with customers and suppliers, as well as internal relationships formed within one company.”

Organisations that manage their relationships well are fun and enjoyable, generating higher levels of work satisfaction.

Liam McFadden

When forming business relationships, the same techniques one would use for everyday relationships should be utilised. “Business relationships are a lot like personal relationships,” Liam explains. “People only get better at managing relationships with good friends and life partners through experience and practice – lots of practice. Many of the same qualities you value and the techniques you apply in managing your personal-life relationships can also be applied to dealing with business partners – for example, learning to engage with people and really listen to them, as well as being brave enough to be honest even when Murphy’s Law is making itself felt.”

The relationships companies build with their suppliers and subcontractors are also critical to any successful business. While many of these relationships may be seen as necessary, the difference having a good partnership in comparison to a mediocre one can warrant significantly different results. “Your own suppliers and subcontractors probably have a different idea than you do about the commercial and strategic importance of your business relationship, and this is reflected in the nature and performance of your arrangement with them,” notes Liam. “Keep in mind the possibility that whatever the relationship is, there is always scope for improvement. Identify the subcontractors and suppliers who are of strategic and financial importance to you; work out where they are in terms of current relationship levels compared to where you would like them to be, and note what this is telling you.”

It is essential to watch out for a number of mistakes that are easy to make and very common among people when trying to build better relationships. As Liam says, “The most common mistake by far is making assumptions with respect to the willingness and capability to change at both an organisational and individual level. When more than one person is involved, what seems obvious usually isn’t. Relationship management is not easy and it is not for everyone. Changing people is a process and journey, not an event, and sometimes you might have to ‘change’ the people to create the right environment of willingness and capability to change business relationships for the better.”

Many of the same qualities you value and the techniques you apply in managing your personal-life relationships can also be applied to dealing with business partners.

Liam McFadden

Better Business Relationships was formed as a means to aid and train companies in the necessary techniques needed to establish and maintain great partnerships and working relationships. Liam notes that not all relationships are the same, nor do they need to be. “We have identified three common relationship types, each of which needs to be established and managed differently in terms of the key organisational components of strategy, structure, process, people and culture.” The three types include:

  • vendor relationships – combative, tribal, trading and transactional
  • supplier relationships – basic, major and key
  • partner relationships – partnering and alliances, pioneering and community

BBR is licensed and accredited by Tony Lendrum, a pioneer of relationship management, to use his theories and methods of relationship building. With a range of impressive clients, the company partners boast a plethora of experience and expertise and have helped clients with a range of different relationship challenges and dynamics. The following strategies to build high-performance relationships are based on tools and processes developed by Tony Lendrum, and are among the range of strategies utilised by BBR:

  • High customer focus and supplier engagement: continuous and breakthrough improvement, transparent engagement, early collaboration and involvement in information sharing and long-term strategy development
  • Principle-based relationships: relationships based on integrity, reputation, trust and keeping your word
  • Compelling value propositions: looking for opportunities beyond cheap price and low cost
  • Value adding: where the delivered products and services positively impact on aspects such as market share, margin, price premiums, additional volumes or level of differentiation
  • Total cost reducing: takes into account aspects such as total cost of ownership, removal of waste and duplication, and lower operational costs
  • Performance-based relationships: where revenues and profits are linked directly and indirectly to performance expectations, key performance indicators (KPIs) and remuneration
  • Mutual-benefit focused: looks for win-win outcomes, joint strategy documents, shared visions, common goals and mutually accountable KPIs
  • World class or best practice: where standards and/or performance levels are benchmarked
  • Innovation-driven relationships: based on the number and impact of new ideas, products and services • Vehicle for internal transformation: views the relationships as best-practice benchmarks and centres of excellence, learning and development.

Throughout all these different relationship models, the most important thing to remember is that they all come down to people. BBR utilises a concept known as 0–10 Relationship Management (0 to 10RM®), formulated by Tony Lendrum. As Liam notes, “The 0 to 10RM principles are straightforward and grounded in common sense. They are:

  • You can’t be all things to all people, but you can have the right relationship with the right people.
  • Business relationships are first a choice and then a responsibility.
  • Customers are the reason suppliers exist.
  • The right people, doing the right thing, in the right way, at the right time, for the right reasons will deliver the best possible outcomes.
  • Insanity is doing the same things and expecting different results.
  • High-performance business relationships are a process, not an event, and a journey, not a destination.”

By focusing on these ideas, companies will be able to alter the level of involvement with business partners for the better. “The application of these principles, through the tools and processes that underpin them, can provide an organisational change management framework to change the nature and improve the performance of your relationships with customers and suppliers,” mentions Liam. “The benefits of this can be measured in terms of financial success, customer/stakeholder satisfaction, sustainable competitive advantage, world class/best practice, innovation and improved attitude.”

In order to help clients develop the techniques and knowledge needed to aid in relationship building, BBR facilitates a number of courses. “BBR offers a suite of workshops in which participants build their capacity to improve the quality and performance of their business relationships,” explains Liam. “The workshops are designed to help businesses at a variety of stages on their journey of development.”

The company also offers other services to help facilitate relationship improvement among business partners. “BBR provides clients with a simple set of tools and processes that can be understood by all levels within an organisation from board members to shop-floor workers,” reports Liam. “Having a common language, understanding and practice around relationship management is critical for success. Organisations that manage relationships well are fun and enjoyable, generating higher levels of work satisfaction. This provides greater opportunities for learning and growth as well as improving the employability of people involved. Practising organisations are fast becoming the employers of choice for high-calibre professional people.”

By utilising the principles of Tony Lendrum, the company is able to offer tried and tested training tools that have proved to work for countless organisations. “BBR, through its relationship with Tony Lendrum, offers training courses that allow selected participants from client organisations – and their customers and suppliers – to become trained and accredited in the use of these 0 to 10RM tools and processes,” says Liam. “This means companies’ employees can become licensed ‘Elite Trainer Facilitators’ in their own right, reducing the dependence on consultants over time.”

The benefits of implementing this training for employees are immeasurable, while the cost implications are similar to other essential business tools. As Liam claims, “Introducing relationship management at this integrated level is comparable to the time, cost and effort required to make safety a core organisational and individual competency.”

As a growing tool in relationship management, the 0 to 10RM, community, led by Tony Lendrum, has just launched an online electronic relationship alignment diagnostic (eRAD) on a new website. “Based on the 0 to 10RM, this online tool has true business-intelligence functionality,” explains Liam. “People are given a simple questionnaire, and then a 25-page report is generated immediately on completion. It is possible to do a single eRAD, multiple one-party eRADs or two-party eRADs. The first eRAD is free for people as a demonstration of how it works. This is a useful vehicle to demonstrate the value and functionality of this approach.”

As more and more companies realise the benefits and importance of strengthening their relationships with business partners and suppliers, the need for employees to strengthen their communication techniques becomes apparent. By utilising a training program for employees, such as Better Business Relationship’s workshops and training tools, companies can ensure they are investing in the future of the business and taking a positive step towards building a strong network of business partners.

One World Consulting’s New Website is Live!

Welcome to our new website!

As One World Consulting is expanding globally, we now have a dedicated website. Here are some quicklinks to help you navigate our new site:

  • Find out more about who we are and what we do on our About Us page.
  • Learn how we can help your business manage change and grow with our range of Services.
  • Take a look at previous work we have undertaken on behalf of national and international clients on Our Work page.
  • Get to know our One World Consulting team better on our Team page.
  • Check out more of our latest news on our News feed.
  • Contact Us if you have any comments, questions or would like to arrange a meeting with our team.

As our site evolves and more content is added, make sure you check back regularly for updates!

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