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  • Welcome to our C+H Value Chain articles!

     

  • What is C+H Value Chain Excellence?


    MemberSupport

    Cannabis & Hemp (C+H) Value Chain Excellence represents the hallmark of business management expertise and work management discipline which governs how we need to engineer, build, manage and sustain all legal C+H value chains around the world.

    We help our Members achieve process excellence in an exceedingly complex business environment. We help them to configure value chains with complete Control, Coordination, Communication and Collaboration (4 C) practices with all our C+H value chain partners no matter whether they are strategic partners, joint ventures, M&A, joint deals, etc.

    Our raid-paced and highly regulated business management processes are handled like any highly-regulated pharmaceutical enterprise.

    We employ advanced Lean Six Sigma practices and tools which help us deal with the value chain challenges which our Members face. We also leverage Kata scientific thinking and decision-making and the “Drum-Buffer-Robe” Theory of Constraints systems engineering approach made world-famous as a manufacturing strategy by Eliyahu Goldblatt.

    Our C+H Value Chains

    We all deal with a rapid work pace and short-cycle relays (i.e. the restarting of new Cannabis and Hemp plants from cloning or tissue culturing practices and related problems at each handoff / juncture for all our Cannabis and Hemp Value Chain Standard Operating Procedures (SOPs)…

    1.    Indoor / Outdoor Cultivation

    2.    Clean Room Processing

    3.    CPG Packaging and Branding

    4.    Medicinal and Recreational Sales Dispensary

    5.    Customer Experience Management and Oversight

     

    Why are C+H value chains are so challenging?


    Multiple manufacturing production “feeds & speeds” 

    Our Cannabis and Hemp value chains are so challenging because of the variety of product strategies which are needed to optimize the production based on these methods:

    • Ship-To-Stock” – A commonly employed production strategy used by Cannabis & Hemp cultivators to maximize stock.
       
    • Engineer-To-Order” - A commonly employed production strategy used by Cannabis & Hemp processors to assess their market and product requirements as early in the design process as possible in order to provide product and services for Consumer-Packaged Goods (CPGs) Stock-Keeping Units (SKUs) to surprise and delight the customer.
       
    • “Configure-To-Order” - A commonly employed production strategy used by Cannabis & Hemp product design laboratories and processors They assess their market requirements as early in the design process as possible in order to provide product and services for Consumer-Packaged Goods (CPGs) Stock-Keeping Units (SKUs) which are capable of surprising and delighting the customer.
       
    • Make-To-Order” -  A commonly employed production strategy used by Cannabis & Hemp processors (for both medicinal and recreational market channels) to minimize excess inventory for branded Consumer-Packaged Goods (CPGs) and Stock-Keeping Units (SKUs) held as inventory.
       
    • “Demand Pull” - A commonly employed production strategy used by Cannabis & Hemp retail sales dispensaries (for both medicinal and recreational market channels) to minimize excess inventory for branded Consumer-Packaged Goods (CPGs) and Stock-Keeping Units (SKUs).


    Multiple Service Dimensions Need to Be Optimized 

    We use the well-proven five (5) Service Quality dimensions of the SERVQUAL “Rater” methodology to assess our Cannabis and Hemp operations against these business objectives:

    1.    Responsiveness

    2.    Assurance

    3.    Tangibles

    4.    Empathy

    5.    Reliability                                              

     

    Applying the Principles

    The five Lean principles provide a framework for creating an efficient and effective organization. Lean allows managers to discover inefficiencies in their organization and deliver better value to customers. The principles encourage creating better flow in work processes and developing a continuous improvement culture. By practicing all 5 principles, an organization can remain competitive, increase the value delivered to the customers, decrease the cost of doing business, and increase their profitability. These are covered in our Member Tier educational content which is a feature of each Member Tier.

     

     

     

    Edited by MemberSupport



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