Anthony Zampello

Missing: Ask LOTS of questions, no matter how basic or obvious they may be; also, refrain from talking up what you're learning in college [especially in supply chain] since much of it is irrelevant in the real world -- kind of like, every one has a battle plan until they're punched in the face! :) Z

Speaking of inventory in Receiving -- don't keep any there. In fact, minimize that department as much as possible. Have goods coming in from suppliers brought straight to point of use ... Z

Very often when a new potential client is in an industry that isn't covered in my past assignments, they've wanted to know how I could then fit into theirs. One approach that's worked for me is to explain how that is an advantage. I have an unbiased view. No matter how unique they think they are, many things are really the same! I will show that there are options that they've overlooked because they've "always done it that way". I will be able to challenge their industry approach. It gets back to "if you keep doing what you've been doing, you're never going to move forward". Z

The key to building any network, whether it be in manufacturing or any other industry, whether it be for personal or career growth, is all about trust, respect and rapport. Trust is equal to honesty. Be honest in all your dealings no matter how small or large. I'm not saying be brutally honesty or to air all your dirty laundry, but don't mislead anyone. Respect is something you have to give to get. Unless you are humble enough to respect everyone without any consideration of their lot in life [title, money, etc.], you will not gain the respect you desire. Rapport can be summed up by saying you need to be able to disagree without being disagreeable. Keep conversations on a factual level as opposed to personal. Z

While each person and situation is different, here's one guide to consider and then tailor to yourself: 1. Commiserate with your friends! Really, get it out of your system so you can move one. 2. Layout the reasons ON PAPER why you should have gotten the promotion. 3. Layout the reasons ON PAPER why you didn't get the promotion. Did that person actually deserve it more than you? 4. Figure out if there's still a growth path for you in the company that fits your timetable. Based on your answers, you'll know what to do next. Z

As you begin your journey of S&OP there are two phases to consider. First, the project phase of developing your process, then the ongoing phase of running your business through that process. [not until the second phase should you even think about buying software]. An important first step is to gather buy-in from all stakeholders. To do this, assess the understanding and where people stand [S&OP is People oriented]. Next find those that are 'on the fence' and use the proponents to help them understand the wisdom of implementing S&OP -- don't go after the naysayers; they will either begin to see on their own OR not be around long! One company I helped had a CEO that wanted no part of it ... very shortly, he 'retired'. Z