tools and systems to enable the supply chain data and then drive the accuracy and analytics , with a mindset of continuous improvement and the ruthless elimination of manual process .”
This is not reinventing the wheel , and he admits that eliminating duplicate activities , identifying and sharing best practices and encouraging the local teams to own these continuous improvements may look simple . But in a complex global organization it takes time to roll out these ideas . This plan was endorsed by the top leadership team from the get-go , and the roadmap to global supply chain alignment by 2020 , the road to Flowserve 2.0 , was an early outcome . “ The most exciting thing is that nine months down the line we have full endorsement from every leader from corporate HR , IT , finance and so on , and also from the platform presidents of every division . It is no longer a supply chain plan : it is their plan – a Flowserve corporation plan . That is critical .” The value proposition is so powerful , he adds , that it has been bought into by the entire business . “ Flowserve 2.0 is the turnaround of Flowserve and my job as part of the leadership is to transform Flowserve ’ s supply chain so it ’ s the most admired and competitive in the entire industrial manufacturing industry .”
The company already has a powerful suite of tools . The basic supply management system comes from a trusted partner , Zycus , with whom Flowserve has been collaboratively rolling out modules to the