Even taking both elements into account, a successful agreement requires much more than simply putting the elements in an ALS model. The process of planning, setting up and implementing an agreement is usually a multi-month process of gathering information, analysis, documentation, presentation, training, negotiation and consensus – and the process must involve clients. If customers are not part of the process, it`s not a deal! You will never achieve a 100% faultless rate in your supply chain. As long as people are busy, the best we can do is something that comes close to Six Sigma. Embrace this reality and manage it. This colleague came to the seminar and thought that alS would solve these problems. In the end, he concluded that it was not an ALS, but a clarification within and between the boards. Achieving clarity on services, functions and responsibilities is essential to the success of the ASA, the need for a large-scale ALS is an interesting starting point. And if clarity solves the immediate problem, it may be unnecessary to invest the additional burden needed to develop ALS. Supply chain managers will always bear the burden of exceptions. No one ever reaches Nirvana at an exception rate of 0%, which is why the smart supply chain manager thinks about how to define, track and manage exceptions in a way that reduces the burden on other industries.
SLAs are the best artifact to decide exceptions on different parts of the chain in a uniform way. Better yet, an agreement with an ALS involves agreement on the definition of an exception that creates predictable processes on how these exceptions should be managed with partners, the way efficiency improves. SLAs become a tool to coordinate incentives. You cannot reach the “4 days or less” goal for this metric. B if your execution partner has a 3-day TIME-to-Ship ALS. A Service Level Agreement (SLA) is a contract between a logistics service provider and a customer that generally measurably determines the services that the logistics service provider will provide.