Engagement Types

An End-to-End engagement typically starts with an Assessment project that combines the Describe and Diagnose stages of our approach. This allows us to size the opportunity and to scope the Design and Deploy phases appropriately without a major up-front investment. More importantly, this effort will identify the true root causes of the pain the client is experiencing ─ usually for the first time.

Engagement Description Deliverables Duration
Workshop Describes potential avenues for improving business results – Customer-specific training materials
– Customized educational worikshop
~ 1 week
Assessment Identifies specific improvement opportunities – Root cause problem identification
– Assessment report with recommendations
2 to 4 weeks
Solution Delivers decision recommendations and process designs to resolve business problem – Process designs
– Deployment plan
– Decision tool prototype
4 to 15 weeks
Deployment Institutionalizes solution by implementing tools and processes – Process implementaton and adoption by organization 10 to 15 weeks
Support Provides ongoing support for process deployment – Service agreement to solve an ongoing business need On going


In some cases a successful intervention will require some knowledge and skill transfer to the client organization. End-to-End Analytics will work with our sponsors to create tailored Workshops that provide an effective combination of fundamental supply chain concepts and pragmatic implementation methods, often employing prototype spreadsheet tools.

The heart of our service offering is the Solution, which delivers a set of recommendations together with a comprehensive deployment plan and any relevant process design details, and decision tool prototypes. This is usually followed by a Deployment effort during which the process and systems changes are implemented within the organization. Solution and deployment efforts are often combined into a single project.

Our solution designs and deployments are typically clean and straightforward, so our clients are usually self-sufficient within a short amount of time. But we will provide whatever ongoing Support the client feels is appropriate to the situation.

End-to-End Analytics Overview

  • End-to-End Analytics Company Profile, OR/MS Today, August 2013
  • Manufacturing &Distribution Operations, Practice Area Overview
  • End-to-End Analytics Company Profile, OR/MS Today, August 2013
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  • End-to-End Analytics Company Profile, OR/MS Today, August 2013
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  • End-to-End Analytics Company Profile, OR/MS Today, August 2013
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  • Pricing Science & Market Segmentation, Practice Area Overview, August 2013

Supply Chain Strategy & Network Design

  • Gianpaolo Callioni (co-author), Linking Supply Chain Management to Financial Performance: HP’s Inventory-Driven Cost Metric”, Sloan Management Review, Summer 1993
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  • Gianpaolo Calioni (co-author), Accelerating the Profitability of Hewlett-Packard’s Supply Chains”, Interfaces, Edelman Prize, Jan-Feb 2004
  • Rob Hall (co-author), Strategic Alignment of a Global Supply Chain for Business Success”, Global Supply Chain and Technology Management, Hau Lee and Shu Ming Ng, POMS, 1998
  • Tom Davis (co-author), Gaining an Edge with Supply Chain Management”, APICS - The Performance Advantage, December 1995

Supply Chain Strategy and Network Design

  • Gianpaolo Callioni (co-author), Linking Supply Chain Management to Financial Performance: HP’s Inventory-Driven Cost Metric”, Sloan Management Review, Summer 1993
    Download

    Thank you for your interest in this article.

    The publisher of this article has placed certain restrictions upon its use: (a) Users are free to read and download the document, and to print one copy for personal use (b) Users may not make multiple copies for others, disseminate the document to unauthorized users, edit or alter it, or otherwise exercise any intellectual property rights, all of which remain with the publisher.

    To indicate your acceptance of these terms, please enter your e-mail address in the box below. Then press submit to access the article.

  • Gianpaolo Calioni (co-author), Accelerating the Profitability of Hewlett-Packard’s Supply Chains”, Interfaces, Edelman Prize, Jan-Feb 2004
  • Rob Hall (co-author), Strategic Alignment of a Global Supply Chain for Business Success”, Global Supply Chain and Technology Management, Hau Lee and Shu Ming Ng, POMS, 1998
  • Tom Davis (co-author), Gaining an Edge with Supply Chain Management”, APICS - The Performance Advantage, December 1995

Supply Chain Strategy and Network Design

  • Gianpaolo Callioni (co-author), Linking Supply Chain Management to Financial Performance: HP’s Inventory-Driven Cost Metric”, Sloan Management Review, Summer 1993
    Download

    Thank you for your interest in this article.

    The publisher of this article has placed certain restrictions upon its use: (a) Users are free to read and download the document, and to print one copy for personal use (b) Users may not make multiple copies for others, disseminate the document to unauthorized users, edit or alter it, or otherwise exercise any intellectual property rights, all of which remain with the publisher.

    To indicate your acceptance of these terms, please enter your e-mail address in the box below. Then press submit to access the article.

  • Gianpaolo Calioni (co-author), Accelerating the Profitability of Hewlett-Packard’s Supply Chains”, Interfaces, Edelman Prize, Jan-Feb 2004
  • Rob Hall (co-author), Strategic Alignment of a Global Supply Chain for Business Success”, Global Supply Chain and Technology Management, Hau Lee and Shu Ming Ng, POMS, 1998
  • Tom Davis (co-author), Gaining an Edge with Supply Chain Management”, APICS - The Performance Advantage, December 1995