People Required For SaaS Installation, Organisational Culture & Unfit C-level Leaders

SaaS has been making waves in the supply chain world allowing end to end visibility and therefore enhancing supply chain resilience and recovery from disruption. This low maintenance and cost effective software can link up command centres and control towers with upstream suppliers and downstream distributors to ensure the whole network responds collectively when there are changes in the world. This software promotes communication and team work in one platform and discourages people acting in a fragmented manner when disruptions occur. 

To successfully install and implement SaaS in a supply chain business, you'll need a cross-functional team that brings together various skills and perspectives. Here are the key roles typically involved:

1. Project Manager

• Responsibilities: Oversee the implementation process, manage timelines, coordinate team activities, and ensure project milestones are met.

2. IT Specialist

• Responsibilities: Handle technical aspects of the integration, including data migration, system configurations, and ensuring security protocols are in place.

3. Supply Chain Manager

• Responsibilities: Provide expertise on current supply chain processes, identify pain points, and ensure the SaaS solution aligns with operational needs.

4. Business Analyst

• Responsibilities: Analyze business requirements, map out workflows, and help translate operational needs into technical specifications for the SaaS provider.

5. Data Analyst

• Responsibilities: Manage data integrity, oversee data migration, and ensure that analytics capabilities meet the business's needs.

6. Finance/Procurement Officer

• Responsibilities: Assess the cost implications, manage budgets, and evaluate the financial benefits of the SaaS solution.

7. Training Coordinator

• Responsibilities: Develop and implement training programs for end-users to ensure they can effectively use the new system.

8. Change Management Specialist

• Responsibilities: Facilitate the transition process, address resistance to change, and communicate benefits to stakeholders to encourage adoption.

9. Vendor Relationship Manager

• Responsibilities: Act as the point of contact with the SaaS provider, manage contracts, and ensure that service level agreements (SLAs) are met.

10. End Users

• Responsibilities: Provide feedback during the implementation process and participate in training to ensure the solution meets their needs.

By assembling a team with these roles, you can effectively manage the installation of a SaaS solution and ensure a smooth transition within your supply chain operations.

A Hiring Company's Culture Is The Glue That SaaS Installation Projects Can’t Go Without 

 Identifying and attracting the above qualified candidates is all well and good and this is a topic we can cover another day. However, assuming that the right people are recruited, is the hiring company ready for them? Are C-level professionals ready to receive and utilise such talent? Is there a culture in place that promotes collaboration , creativity and empowerment to allow these professionals to work to their full potential and feel a sense of achievement and recognition? In many cases RJM has learnt about, quite often it isn’t the candidates lack of skills or personality that are often causing challenges. At times it is the hardware and software from  senior management that isn’t allowing them to flow. Many hiring companies are in full flow or trying to be, yet haven’t written down their values, organisation description and considered what these look like in a real life situation of their business. This is where bringing in an experienced and neutral change management specialist who can act much in the way of a partial councillor who is approachable and a calm educator can work wonders for businesses that often are too busy to see where they are going wrong. 

C-level 

C-level professionals at times can create barriers such as over controlling , egoism , politics and taking credit undeservedly. Such traits displayed by C-level and senior management will hinder the greater good of the company and stifle the above individuals from making a positive impact. Not to single out C-level or senior candidates, but RJM has learnt of many cases in 2024 where C-levels are getting in the way of business transformation. There are always two sides to every story, of course, and there are fantastic inspiring C-level people out there. But to be effective,  C-level people need to lead not necessarily through title, be sincere and secure in themselves. It takes humility, confidence and selfishness to take advice from peers, delegate, empower and trust. Not easy to display these traits but most essential. 

If you are a candidate that has occupied roles as described above RJM would love to speak with you about your career to date and what direction you want to move in. 

 If you are a C-level or Senior Manager involved in such projects it would be great to listen to your thoughts. 

Reach out to Robert, Founder, RJM rjmaguire@rjm-associates.com