Inventory reduction initiatives are usually initiated centrally, by the finance, treasury or supply chain department. However, these initiatives are apt to fall short of their goals if those responsible for implementing the directive, such as sales staff, are not incentivised to improve their inventory management performance.
An incentive is never carved in stone and its positive effect is never endless. The incentive programme must be permanently audited against the performance objectives and its secondary effects. It is crucial to ensure, even after full implementation, that the incentive is still achieving its objective to promote enhanced inventory management.
Download REL's Using Incentives for Optimisation paper, and you will learn how to:
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