RESULTS: Initiatives   >   Staffing Efficiencies

	Initiatives: Overview Pricing Supply Chain Routing Planning & Budgeting Return On Advertising NOP–driven Negotiating NOP–driven Commission & Incentives Sku Rationalization Customer Profitability Market Segmentation Partner and Product Benchmarking Improved Category Management Staffing efficiencies Process Costing

• How many workers are really required to support certain business activities, and are there currently enough, or too many? How do those staffing requirements change with surges or shortfalls in volume? Is there a more productive and profitable way to deploy human resources, or is there simply some excess capacity that needs to be trimmed?
• The human expense is typically a large one, and one that requires sensitivity and fairness to handle appropriately, plus detailed, accurate insight so as to maximize business performance, not cripple it.
• The right staffing model begins with an understanding of how the company’s products and trading partners drive various business activities, and the resultant capacity required, function-by-function. From this insight, management can determine optimum staffing levels, skill mix, and employee – contractor blend to best manage current and foreseeable demand.
• The VDDW approach provides activity-based insight into how partners and products consume resource capacity, the availability and constraints on that capacity, and the fully-burdened rates involved with adding more.
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