Implementation of Business Process Management
The implantation of the program is incumbent on the support of the leader’s involvement from beginning to end. I am going to focus on the three tiers of the same process showing the different levels of responsibility and how they are to support each other.
The stakeholders are in the three tiers are as follows. TRANSCOM Transportation Movement Center, Company Operations Center, and the Transport Specialist. There is a support system in the Battalion Operations Section which supports and reports to all three levels. Each position is form under the concept of each being an office. I will describe the duties of that office and that is the responsibility of the person holding the office to fulfill.
STAKEHOLDER 1
The first position is the TRANSCOM Movement Specialist; receives the movement order from customer. After accepting the application the specialist calls customer to verify that order is correct and meets specifications. Clarifies transportations needs and determines what, if any special handling is required to fulfill request. After verification the office then assigns request to be fulfilled and orders is transmitted to the appropriate Battalion Operations who then assigns it to the Company operations that will fulfill request.
This stakeholder is also responsible for the tracking of the order from beginning to end; supports the completion by communicating with the requestor and ensuring the customer meets their requirements.
STAKEHOLDER 2
The Company operations Center (OPS) receives the movement order, assigns the task to the Transport Specialist. The OPS then also call customer and verifies that the load and number of trucks are correct; also verifies that the load will be on time from ship point. OPS also is responsible for updating the Battalion OPS with status of every truck and loaded trailer. They directly assist the Transport Specialist with any problem that might arise. The most common is called frustrated cargo, the second is unauthorized shipments. Frustrated cargo can involve communication all the way up to TRANSCOM OPS to get resolved. Unauthorized shipments is trying to substitute or piggy back loads not on the movement order.
STAKEHOLDER 3
The Transport Specialist or Driver receives the movement order and proceeds according to the directions on the order. The responsibilities are to be on time, solve minor problems with paperwork and to promptly report problems. The driver is also to keep their OPS informed on progress and the condition of cargo and their assign equipment. They sign for and take responsibility for the cargo. This can include guarding against theft and damage along with prompt on time delivery.
GOALS
The goal is prompt delivery of cargo from point of origin to destination. To resolve issues at the lowest level possible, meaning the driver solves them with assistance from Company OPS. The goal of no defects in the transportation stream; with quick remedial action to reduce defects without a delay. The driver with the support of all the Operations Sections reduce defect rate and with the reduction methods have no missed delivery times due to a defect on cargo.
Metric 1: * Timely pick up and deliveries with updates to OPS * Timely reports to Company OPS * Company reports to Battalion and TRANSCOM OPS * By having an up to date tracking on all cargo to help assess normal transportation stream and able to identify possible defects * Driver reports as he arrives to pick load, reports leaving with load, and reports delivery or hand off of load. The driver also reports any and all delays.

Metric 2: * Defects reporting and reduction * The driver reports issues that cannot be resolved and enlist the aid of the OPS section who then tries to reduce defect. Company OPS also reports defect and enlists help of Battalion and TRANSCOM OPS as needed to reduce defect. Decision on whether or not to reschedule load at different time is made by TRANSCOM after reduction methods have failed. * Driver arrives to pick up cargo and finds the paperwork does not match the cargo loaded. Driver talks to shipper and tries to make corrections with shipper and informs OPS of the defect. Company OPS works with driver and shipper to correct the issue. Verifies that movement order is for the load or if it belongs on another movement order. If remedies fail then Battalion and TRANSCOM OPS are notified. This should be accomplished within one hour time. TRANSCOM OPS make decision on the status on the cargo and either has the driver wait or assigns another movement order. This is to be accomplished within two hours of defect report.

Metric 3: * Reporting and tracking of cargo * Report delivery status of trailer * Track defects and outcomes * Ensuring that all cargo is delivered and have a constant updated progress matrix * In transit matrix that is updated at least every four hours * A defect tracking matrix with updates every hour * Reports generated on defect reduction steps * Drivers report their progress through Company OPS with updates every two hours. The prompt reporting of defects with applied remedial steps taken to reduce defect. The defects and updated status are relayed to TRANSCON OPS via Company and Battalion OPS. These updates are put into a matrix with completed items marked and closed out when the paperwork finishes processing. Reports are then generated for completion of movement orders and then can be compared to assigned orders to verify that all orders are complete. Defect report is used to determine if changes are needed to improve efficiency.

Quick win 1
Action: Prompt reporting of unresolved defects to OPS; use remedial action to reduce defect.
Expected quick success: A significant drop in wasted labor and increased efficiency of cargo delivered.
Quick win 2
Action: Increased in progress reporting and completions
Expected quick success: An accurate and true report on the cargo moved, including amount moved. Increase awareness of the success of the system by showing the defect are in the minority. This will enhance morale by focusing on what was accomplished instead of the focus on the defects.

Bibliography
Department of the Army. (1968). Saving avalible to the Army by tightening controls over its Trackor trailer fleet in Europe. Government Accounting Office. Wahington D.C.: Department of the Army. Retrieved from http://archive.gao.gov/otherpdf1/087496.pdf
Jeston, J., & Nelis, J. (2014). Business Process Management: Practical guidelines to successful implementations. New York, NY: "Routledge". ours h