Achieving uniformity and consistency across regions is no minor undertaking for a multinational company. Management often faces the daunting task of integrating a diversity of systems—often multiple approaches within the same region—that have been optimized for local operations.
As senior director of quality assurance for Avnet Logistics, I’ve been there. I led a global team in the globalization of the company’s quality management system (QMS) that ensures the entire company is registered to the same standards while allowing flexibility at the local level for defining process specifics and helping customers meet local regulations.
The transition to developing a global QMS standard began about six years ago just as we noticed customer perspectives were changing. Standards already existed regionally. But customers were becoming more global and expected the same from their logistics partners. Customers expected formal, documented processes to simplify and improve the day-to-day operations. We do that for them within our 12 International Organization for Standardization (ISO)-certified global distribution centers worldwide.
Here are some tips for building a global QMS successfully.
1. Obtain Senior Leadership Commitment
Senior leadership commitment is paramount to the success of any QMS implementation. This support ensures the needed personnel and expertise are available to drive organizational change globally and enforce regional compliance. Senior leaders also set the tone and help ensure that the QMS aligns with the overall company strategy.
To obtain buy-in, contact the global leadership team and explain the value of a global QMS and how it will simplify business processes for customers. Point out how a global plan will improve relationships with customers, and in our case, improve the handling of their orders.
To demonstrate the quality of our operations, we host more than 150 site audits a year with customers, suppliers, regulatory agencies and registrars.
2. Secure Regional Stakeholder Buy-in
Logistics operations span regions with varied regulatory requirements, cultural differences and operational challenges.
Work to build a global QMS typically begins with a documentation structure consisting of a Level 1 document (the overall quality management plan). Then, Level 2 documents talk about the specific requirements of a QMS that have been defined in the Level 1 document, and finally, Level 3 documents are the specifics for how to manage processes regionally.
The Level 1 and Level 2 documents should be written in such a way that they're generic. At Level 3 and beyond, explain the business processes and the regional specifics. By developing standardized Level 1 and Level 2 documents, they should never need to be modified.
The structure of the Level 1 and Level 2 documents allows regional flexibility within the Level 3 documents.
3. Establish a Strong Team
Ask leadership to recommend QMS team members they deem to be the most experienced in regional QMS work. Ask who within the organization has developed Level 1 and Level 2 documents as part of previous assignments.
Building a competent team is critical for successful global execution. Select individuals with diverse skills, expertise and cultural understanding to ensure comprehensive coverage of all aspects of the QMS. Empower the team with adequate training, resources and authority to drive the implementation process effectively. Foster a collaborative environment where team members can openly communicate, share best practices, and address challenges collectively. A strong team serves as the backbone of the QMS implementation and drives long-term sustainability.
Include the registrar on that team and engage with them periodically to share what you’re doing. There’s been a dynamic change in the audit community over the years, with registrars now realizing they can add value by providing this type of support.
Make sure all team members feel welcome, meet regularly, and make it clear that there are no bad ideas.
4. Define Targets Clearly
Use the SMART (specific, measurable, achievable, relevant, time-bound) approach to setting targets. Evaluate the needs and priorities of each region. Establish targets within a particular fiscal year, and then work backward to set up a project plan that includes major milestones.
Set clear objectives to guide the implementation process and measure success. Communicate these targets to all stakeholders, emphasizing the importance to the overall success of the organization. Regularly monitor progress against these targets and adjust as necessary to stay on track.
5. Structure Execution to Avoid Unnecessary Delays
Diligent follow-up is critical in this step. To execute effectively, create a plan with milestones, timelines and responsibilities that are communicated frequently. Anticipate roadblocks and address them.
Adopting a global QMS for logistics operations requires careful planning, strong leadership, stakeholder engagement, team collaboration, and disciplined execution.
By following these five essential tips, organizations can navigate the complexities of implementing a QMS across diverse regions and drive continuous improvement in quality and efficiency.
Importantly for customers and suppliers alike, a global QMS sets the tone for consistency across products and services, and consistency helps build customer trust and satisfaction. It sets the tone for how a multi-national organization operates and is foundational to demonstrating that quality is a global priority when going to market.
John Alden is senior director of quality assurance for Avnet, responsible for ISO9001, AS9100 and ISO14001 certified quality management systems. Avnet serves tier 1 and tier 2 automotive suppliers as well as medical, military, aerospace, and commercial suppliers and products.
Global QMS Guarantees Integrity of Inventory
John Alden cites an example when having a global QMS in place enabled Avnet to demonstrate that it had not sold parts alleged to have been counterfeit.
Avnet’s global quality team utilized its date code lot code tracking systems and chain of custody procedures in the Americas, EMEA and APAC, to prove the product was never purchased or stocked by Avnet.
“Utilizing our global QMS processes across regions enabled us to demonstrate the effectiveness of our systemic controls to both our customer and our supplier,” says Alden.
