| dc.description.abstract | Performance Management System (PMS) is a lean management tool that an organization
uses to ensure efficient flow of a product or service. It seeks to ensure that resources arewell balanced and utilized throughout the various functions of the organization and theteams involved thoroughly understands their expected input viz a vis the output.
Glaxosmithkline (Gsk) embraced PMS three years ago in view to be the most efficientsupply chain in the pharmaceutical category.
The main objective of this study was to determine Critical Success Factors (CSF) that have driven the implementation of this system at Gsk. Specifically, was to find out what has been achieved so far and the challenges the organization is facing in the implementation of this system.
The finding from this research point out that value proposition, zonal understanding, tiered accountability, standard work and root cause problem solving are the key drivers for the embedment of PMS in the organization. On the contrary, rapid response in real time and transformation of lag measures to lead measures are yet to take effect in the organization. It was also key to note that the organization has undergone challenges in the implementation of this system key among them being training resources required, cluster best practice simulation and organization structure change to suit the resurging strategy, Worthy to note that there are now key talented people who are championing the various fronts of PMS.
The main conclusion from this study is that PMS can work best if there is focus on the implementation of its key pillars with proper training and development of staff who are either directly or indirectly involved in its implementation. This study recommends periodic auditing of the system to ensure that all the projects are kept on truck and if there are any challenges, they are solved earlier within. Further, there is need to develop a financial model to work out the payback period of these key projects. | en |
