![]() However, when managers take the time to track each step of the OMC, they’ll come into contact with customer service representatives, production schedulers, shipping clerks, and other critically important people. Most companies don’t see the OMC as a whole system, especially because each phase may require a bewildering overlap of functional responsibilities. For example, marketing and production battles can erupt even during order planning, and some of the fiercest fighting can break out during scheduling, when the sales force may want quick turnarounds that are unrealistic for manufacturing. Based on this practical approach, the authors point out potential gaps throughout the OMC. They “stapled” themselves to an order in the 18 companies they studied, literally following it through every stage of the OMC. Kasturi Rangan, and John Sviokla did in their research. To find the gaps in an OMC-those places where a customer’s order is dropped or shunted to the wrong department-managers should try what authors Benson Shapiro, V. ![]() And every time the order sits unattended, the customer sits unattended. Every time the order is handled, the customer is handled. It’s fashionable to talk of being “customer oriented.” But regardless of how companies attempt to flatten their organizations or empower frontline workers, the simple truth is that every customer’s experience is determined by the order management cycle (OMC): the ten steps, from planning to postsales service, that define a company’s business system.
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