NDIAX

Systematization of the sales and procurement processes.
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Business: designing rooms for events
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Challenges:
- It is not clear who calculates the estimate for the project.
- Procurement of materials for projects is not controlled in any way.
- There is no person in charge of the project budget.
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What has been done:
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1 - The functional responsibilities of each employee are revised. Clearly allocated roles.
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2 - the sales and procurement business processes are described in the regulations. Who does what, when and how.
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3 - The person responsible for the project budget is identified, and KPI for staying within the budget is developed.

🌀 Case.
Business: trucking services, 90 employees.
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📛 Challenges:
1. Lots of spreadsheets in excel, everything gets into the accounting system with a delay.
2. If the company owner goes away on a business trip - everything goes wrong.
3. The whole office (except the fleet) reports directly to the owner of the business. There are planning meetings every day.
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What came out of it:
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🔹 There was a separate table for the logistician for the routes, and a separate table for the head of the column, where he kept a schedule of technical inspections (TI) and repairs. Every day at the planning meeting, the staff worked out the details and docked the dates. It was decided to "pair" these two tables, so that the logisticians could promptly see the scheduled dates of repairs and maintenance in their tables. The repair schedules are now 2 times a week.
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🔹 The logisticians had a sales plan based on the norm per car and reduced if the car was in need of repair. We revised our approach and started fixing the sales plan. If a car is down for repairs, it is a signal to load other cars with more marginal orders and to fulfil the plan.
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🔹 There was no system to monitor repair costs promptly. Data was recorded very late. We have built in staff activities so that the head of the column now agrees on all repair costs and can see budget overruns in time. The column leader's KPI includes a bonus for adhering to the budget.
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🔹 Started to implement a regulation on matching costs for spare parts - the storekeeper wrote a letter of resignation. Had it not been for our project, this situation would not have come to light. This employee has always had problems with warehouse inventory, but the owner had a hard time parting with him.
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🔹 The email situation was uncovered. Some employees were using personal email for work tasks. This is a risk to the company, if an employee leaves, all information goes with them. Moved everything to corporate emails.
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🔹Developed and implemented regulations, new organisational structure, KPIs.
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🔹Assisted business assistant who took over internal projects. We conducted express training, the employee gained basic skills to support the regulations system.
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😎 Want the same results? Submit an application for a project.

Seriously, we categorize the entrepreneurs into 4 groups according to how ready they´re to make changes:
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1 - not important and not urgent
These are still in the "let's go" stage, when the company has just started working. There's no time to think much about the system, you have to get clients quickly.
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2 - important but not urgent
The company has grown, it's already becoming difficult to control all 15-20-30 people. Areas of responsibility may not be identified, but we are getting there.
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3 - urgent but not important.
Here's where it gets interesting. The entrepreneur realizes that he needs a system in business processes, regulations and rules. Because when he is on holiday, everything collapses and goes wrong.
The entrepreneur finds an expert, sends an inquiry and arranges a call. But the call is not answered at the appointed time, or 5 minutes in advance this entrepreneur writes "I'm at the meeting and don't know when it will be over".
We don’t imagine this situation as we have been approached by 4 such business owners in the last 2 months. If a person has arranged an important meeting, he will come, or he will warn people in advance and reschedule it. Otherwise, the meeting is unnecessary to him, and so is the project itself.

4 - urgent and important
These entrepreneurs are our favourites. Calling clearly on time, willing to do things quickly. The fact is that they are tired of chaos and uncertainty: it is not clear who is responsible for what, everyone is doing everything or nothing. And the entrepreneur understands that if he doesn't systematize the processes now, his business won’t be able to grow further.
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And back to the topic of the post.
We don't work with group 1, 2 and 3. Why? Simply because they don't need business process systematization.

No one knows when the gun hanging on the wall will shoot.
But it might? Yes.
That's the risk. The thing is that you never know when it will happen and what it will cause.
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For some reason little attention is paid to risk management in companies, especially the small ones. Everyone often says that they do not see the point and do not want to spend time on it. We will help you to figure it out.
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On the one hand, it is indeed easier for a small business to reorganize itself in the event of a crisis than for a large holding company with a bunch of departments.
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On the other hand, why not foresee the risks and make the right decisions in advance?
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Prepare a financial cushion for payroll in a crisis.
Establish a pay-for-performance system.
Diversify your business (clients, marketplaces, suppliers, payment systems, etc.).
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This is only a small part of what needs to be foreseen in case of risk.