and then combining processes, and simplifying t he complex. It’s about understanding and delivering
on the company’s customer's requirements.
In 2008, redesigned of manufacturing operations and the supply chain. At the time, the vision of the
Connected Enterprise is the convergence of informational technology (IT) and operational
technologies (OT). The idea is to vertically connect the shop floor to the executive suite. The focus
was a faster time to market, to lower total cost of ownership, improve asset utilization, and reduce
risk. The Factory Top Production Center (FTPC) is the essential core of the Rockwell Automation
supply chain.
To drive change, Rockwell Automation invested in design thinking. The team created global supply
chain personas of essential roles. Supply chain personas guided the global manufacturing re-foot
printing efforts and landed the company at the very top of the Supply Chains to Admire ranking.
Figure 13 . Rockwell’s Automation Journey
Historically, the Rockwell Automation supply chain organization included materials planning and
engineering of new products but did not include strategic sourcing. to change this, the company
chose to take engineers out of design function and trained them on the fundamentals of supply chain
and strategic sourcing. The company also taught them to understand the basics of negotiation and
risk management. The goal was to generate scale while ensuring that they leveraged their preferred
suppliers, and taking some of the products’ cost upfront. That was a significant shift in the Roc kwell
Automation previous approach to a supply chain.
In 2013, the company drove scale for finished goods. They started to preferred metric availability and
preferred utilization through sales to better understand order tracking along with the analysis of customers ’ orders were using preferred products. Rockwell Automation provided incentives sales to
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