It is known that in companies there is a confrontation between the commercial and production sectors, largely due to the fact that each person's objective in everyday life is basically different and in some cases opposite.
The productive sector runs and runs to achieve production levels that meet commercial requirements and demand more economic resources from the administrative sector, and at the same time not exceed market demand and thus avoid overstocking causing financial problems.
The commercial sector constantly looks for business opportunities, investing time and resources but knowing that internally it has a limit to sell because there is a certain productive return and it is very difficult to grow.
But what happens when this conflict leads to the lack of growth of the company due to the impossibility of joining the two sectors.
It is always necessary to revisit the general objective of the company, and thus aim all the guns towards the same side. If growth is fundamental and at the same time the common objective of those responsible for each area, then the recommendation is the same. The commercial department must sell with percentage growth targets for periods (for example quarterly or semi-annually) and not sell in relation to stock, because in this way, since it does not sell more, no more money enters the company, consequently the sector production does not have the resources to produce more and sell more. If there are specific sales, then the company will be obliged to optimize production performance, seek financial resources and thussupply demand.
In turn, there is a step that is like a black hole in companies: the assembly and dispatch of orders. As Production is focused on the optimal manufacturing levels for each product line and Commercial is busy generating new sales and new customers, the last step of the dispatch is left without hierarchical manager and thus, large delays in deliveries are generated and consequently dissatisfaction in the clients.
In my opinion, if there are no resources to open a logistics and distribution department, it is the commercial area that must take responsibility for this fundamental step, basically because it is the most interested in fulfilling the client because it is who is committed and who will receive the claims. in case of not complying.
conclusion
To achieve sustained growth it is necessary to go from being order takers to being sellers.
Note: This article is perfectly applicable to companies that provide services instead of tangible products since there is also a department that produces the service and uses specialized labor instead of raw materials.
