What staff are you planning on interviewing? Are you sure they aren’t the same people responsible for the problem in the first place?
I think maybe instead of immediately jumping in and asking everyone what can be improved, you might ask different people to explain, and then demonstrate, the current process to you, so you can get an understanding of how things work (or don’t work, or are intended to work, etc) now. You might also be able to determine whether or not everyone involved in the process understands it and/or is actually implementing it.
I think once you have a handle on what the current process is supposed to be, and what it actually is, then you should be in a decent position to determine what, if any, problems exist, and what improvements can be made. At that point, make what changes you think are necessary and then take a complete physical inventory.
Find out what the inventory control processes are. How is receiving completed? Order processing, etc. Inventory cycles, procedures special items (things like platinum gold etc). procedures for write offs/down Find the previous audit reports to see where the problems were and make sure those problems have not crept back in over time.
A version of #1. I’d understand and document what the current processes are from start to finish. Then I’d ask people what should be different although if they know what should be improved why haven’t they improved it?
If you’re going to be held responsible for the inventory, then a complete physical inventory to resolve any issues prior to you being held responsible would be the first thing. Then I agree with above post - learn and understand all the current processes. Then possibly look for process improvements.
If you were taking over a new management role for an industry focused parts supplier what would you do first?
I think the best possible move for any person stepping into any new situation is to gather information first. Jump in and start making changes is simply guessing at what needs to be done without knowing what the repercussions will be.
Gather information, find out what works well and what doesn’t and go from there.
A combination of one and two. I just transitioned a location managed by a third party and am transitioning a location that was isolated from us management so here are the scenarios and what I’m doing or did.
Takeover from third part. You have to confirm your inventory is as is. They provided receiving documents which I confirmed with a physical count. They also provided an estimate of inventory on shelves. I had that counted. I used this exercise to determine who in operational staff could manage the inventory since the third party, a mall, had a complete staff for such which we no longer have. This person I deemed right was then trained on purchasing, receiving, variance follow up, and reporting procedures. I have an on site accountant to monitor.
The other location that was isolated from us management. I did process and procedure walkthroughs. I determined their policy and procedures were consistent with the rest of the U.S. no physical count necessary as they perform one monthly. I will implement tweets on deviations from policy.
Ultimately the goal of any inventory system is to limit manual labor. So I have tasked all locations with a goal of the system being within a tolerance of actual count for three months. After that we can move to quarterly counts. And a perpetual inventory system.