In any organization, there must be a common set of business processes that exists for the organization to function properly. These business processes are known as the “supply chain” of an organization. If any organization wishes to improve its customer satisfaction or profitability, thorough analysis on business processes of the supply chain shall be the basic entrance.
Through years of writing Standard Operating Procedure (SOP) for my clients and studying thousands of supply activities and processes, I found that if an organization (especially small business entities) wishes to stand out in this dynamic era, they should find the hidden values from sets of business processes besides their existing business creativities and strategies. In other words, the organization should develop their own “VALUE NET” instead of just maintaining the supply chain.
WHAT IS A VALUE NET?
VALUE NET is a system that is built based on the core area of bringing extra value to the customer and increasing customer satisfaction through improved speed of delivery, convenience, customization, and many more. VALUE NET is best described as a net, surrounding the CORE, i.e. CUSTOMER in the picture below.
The important message here is, the organization should develop the business processes to create more value-add to the customers instead of just creating products that meet the customer’s requirement. Customer satisfaction no longer becomes a reward, but it is now an obligation of all organizations.
HOW TO DEVELOP VALUE ADDED PROCESSES?
There are 3 stages when developing a customer satisfaction-based process.
In step 1, there are 3 areas that an organization should think about. Summary is in the following graph:
Continue the process designing flow until all processes are completed.
Jessica Tan (SOP expert) helps companies increase their efficiency and profitability by creating process approach management system and user-based procedure. She has been the business process and performance development partner for SMEs as well as multi-national corporations in the Asia Pacific region, including Vietnam and China. Jessica has more than 15 years’ experience in solving management system, which includes improving work efficiency through process mapping, reengineering, and creating unique operation strategies.