I asked for the chronology (for the

I asked for the chronology (for the VN order) just to put the facts on the table to help us understand where things could be improved.

Let me share my assessment here, the order was labelled “Unclean” but beneath the surface you can see the technical solution itself has gone thru several iterations which only indicates that we got the PO even before the customer or sales finalized the technical architecture of the solution and how a delivery commitment was made early in the cycle.

Secondly, whenever technical solution changes, depending on the new solution (in this case VMware), new teams/requirements (CID) might have to be involved to ensure the solution is buildable by manufacturing (with all pieces integrated) which results in completely new scope, schedule and deliverable. In this case, this was a first build of this kind for supply chain and Sales Ops need to highlight back to the sales and reset expectations of delivery schedule change from the original plan.

As I can see in this case, the AOM, Vijai has been owning and addressing the issues pulling all technical experts to meet and agree on the final solution (after 3 iterations) and managed to get the order loaded. One thing that could have done is to communicate clearly to sales that due to these continuous evolution of the technical solution, the original delivery schedule was not possible (perhaps he would have thought this would have been understood by the sales teams), I will ensure from here on all orders > 24hrs are reviewed and revised expectations shared with the sales teams.

Now that we have the order in the system, OM team is working with the supply chain to expedite this order and will revert with regular updates.

I also observe situations where sales are making delivery commitments without taking into consideration HPE’s execution capabilities, especially when completely new and first time solutions (have high risk due to untested technical solutions and learning time for our factory engineers). I am asking AOMs to strongly connect on these strategic deals with the country sales, supply chain and other relevant parties from here to clearly call out the risks and manage the delivery to the end.

Trust this answers your concerns and happy to connect with you when you are back in Jan-2016.

Kết quả (Anh) 1:

I asked for the chronology (for the VN order) just to put the facts on the table to help us understand where things could be improved. Let me share my assessment here, the order was labelled "Unclean" but beneath the surface you can see the technical solution itself has gone thru several iterations which only indicates that we got the SINGAPORE even before the customer or sales finalized the technical architecture of the solution and how a delivery commitment was made early in the cycle.Secondly, whenever technical solution changes, depending on the new solution (in this case VMware), new teams/requirements (CID) might have to be involved to ensure the solution is buildable by manufacturing (with all the integrated pieces) which results in completely new scope, schedule and deliverable. In this case, this was a first build of this kind for supply chain and Sales Ops need to highlight back to the sales and reset expectations of delivery schedule change from the original plan.As I can see in this case, the AOM, Vijai has been owning and addressing the issues pulling all technical experts to meet and agree on the final solution (after 3 iterations) and managed to get the order loaded. One thing that could have done is to communicate clearly to sales that due to these continuous evolution of the technical solution, the original delivery schedule was not possible (perhaps he would have thought this would have been understood by the sales teams), I will ensure from here on all orders > 24hrs are reviewed and revised expectations shared with the sales teams.Now that we have the order in the system, the OM team is working with the supply chain to expedite this order and will revert with regular updates.I also observe situations where sales are making delivery commitments without taking into consideration HPE's execution capabilities, especially when completely new and first time solutions (have high risk due to untested technical solutions and learning time for our factory engineers). I am asking AOMs to strongly connect on these strategic deals with the country sales, supply chain and other relevant parties from here to clearly call out the risks and manage the delivery to the end.Trust this answers your concerns and happy to connect with you when you are back in Jan-2016.

Kết quả (Anh) 2:

I Asked for the Chronology (for the VN order) just to put the facts on the table to help us where things could be improved hiểu. Let me share my assessment here, the order was Labelled "Unclean" but beneath the surface you can see Itself the technical solution has gone thru có ý only vài iterations mà We Got the PO thậm trước customer or sales finalized the technical architecture of the solution and how a Commitment was made ​​early delivery in the cycle. Secondly, technical solution whenever changes, phụ thuộc on the new solution (in this case VMware), new teams / requirements (CID) to might have to be INVOLVED to Ensure the solution is buildable by manufacturing (with all pieces integrated) mà print results completely new scope, schedule and deliverable. In this case, this was a first build of this kind for supply chain need to highlight and Sales Ops back to the sales and delivery schedule resets expectations of change from the original plan. As I can see in this case, the AOM, Vijai has owning and addressing the issues được pulling all technical experts to meet and agree on the final solution (after 3 iterations) and managed to get the order loaded. One Thing That could have done is to communicate to sales Clearly Due to these continuous mà evolution of the technical solution, the original delivery schedule was not im possible (perhaps' he would have thought this would được understood by the sales teams), I will Ensure from here on all orders> 24hrs reviewed and revised expectations are shared with the sales teams. Now that the order in the WE HAVE system, OM team is working with the supply chain to this order and will revert Expedite with regular updates. I am also observe Situations where sales are making delivery without taking Into Consideration Commitments HPE's execution Capabilities, Especially completely new and first time khi solutions (Due to untested have high technical risk and learning solutions for our time factory engineers). I am asking AOMs to connect on những Strategic Strongly deals with the country sales, supply chain and other Clearly the relevant parties from here to call out the Risks and manage the delivery to the end. Trust this answers and happy to connect của Concerns with you khi you are back print Jan-2016.