Project 100. How To Save 100 Million Dollars. Really!
|
|
- Melvyn Adams
- 8 years ago
- Views:
Transcription
1 Project 100. How To Save 100 Million Dollars. Really! Juergen Freund, Vice President Purchasing Merck-Serono Frankfurter Strasse Darmstadt Germany ; Apollon Fanzeres, Director of Corporate Procurement DENTSPLY International 221 W. Philadelphia Street York, PA USA ; 93 rd Annual International Supply Management Conference, May 2008 Abstract. The workshop will be a step-by-step Playbook on how to start, conduct, and finally succeed with an effective cost reduction program. It will include templates and forms to facilitate the implementation process covering: 1) General recommendations for success 2) How to get visibility of your category spending and level of Purchasing resources currently being used to support that spend 3) Category Strategy Development, which includes a) Opportunity Assessment b) Supplier segmentation c) Business cases with category prioritization and assessment with plans for deployment 4) Results Tracking and Reporting At the conclusion of this workshop, participants will have a detailed Playbook that can be used on Monday morning to initiate this process leading to savings greater than 20%. General recommendations for success. There are a few critical do s and don ts when starting the project. Gaining senior management support for your initiative is a critical success factor. If you have already secured their support you are ready to move forward; otherwise you will need to develop and present a business case to secure their buy in. Also you will see that it is important to select, motivate, mobilize, and provide incentives for a team to succeed and to prevent or manage with any resistance. Always remember that Project 100 will be a change management initiative for your organization. Spend Visibility and Current Level of Purchasing Involvement. The first step for a project such as Project 100 is to have visibility into your spending patterns and to understand to which extent Purchasing has been involved in the different spend categories. For the purpose of this presentation we will consider spend analysis as the process of aggregating,
2 categorizing, cleansing, classifying, and analyzing corporate spending data in order to prepare the required analysis and proposals for Project 100. If you already have an automated spend analysis tool in place, great! You know how to get the required data. What if you don t have such a tool? First you need to get a list of all your suppliers for goods and services with their respective spending. Make sure you include all the suppliers (or as many as possible) even if your purchasing department is not presently involved in the process. During the workshop we will discuss how to get the data, the pros s and con s of the different data sources, and how to analyze it. Category Strategy Development Opportunity Assessment. After you have collected your spend data you are ready to perform what is called an opportunity assessment. Look for (a) categories with large spend, (b) categories with large number of suppliers (even if low spend per supplier), (c) categories where Purchasing has little or no involvement, and (d) supplier segmentation based on strategic relevancy. We will demonstrate a simple template that can be used for this purpose (XRay tool). This assessment enables you to find and prioritize Project 100 opportunities showing expenditure categories by value, and provides a first review of market and industry trends and provides an opportunity to assess your current sourcing strategy. This is important: it will be the first time you are in a position to present what is truly possible from a savings potential. Supplier Segmentation. For the purpose of Project 100 we will focus on segmenting the suppliers according to the strategic value of the relationship. This allows us to draw attention to where the highest value is for Project 100 and enables your organization to achieve significant savings as resources are allocated strategically for maximum value. For this exercise, the segmentation model taking into account Supplier importance (and criticality and risk exposure) and Supplier alignment will deliver sufficient insight for your organization to develop future purchasing strategy (see figure below).
3 During the workshop you will see how to apply appropriate sourcing strategies depending on the current segmentation of your suppliers. Business Case. Now that you have the spend data as well as the allocation of your current business into the supplier segments, you need to identify and define the opportunity and the action you will take. This will be accomplished by completing a business case. Make it challenging, but realistic! Because time is always a factor, we have developed a so called one-pager. You might consider this a business case light. The business case should cover all relevant information in order to make an assumption for: savings potential efforts needed to execute all activities necessary to get expected results subsequently, a ranking in terms of prioritization reporting of actual results in financial terms
4 Although we want to limit the effort to the absolute minimum required, for the assumptions above you need the following information: 1. What is your overall objective for the business case? In other words: what do you want to achieve? 2. What is your approach and what are your key activities to achieve that? Be short and precise. If helpful, you could cluster your activities. 3. What is the time required for these activities and expected time lines? 4. What will be the deliverables when a specific activity is completed? Once you have all this completed you still must determine: The scope of your one-pager Critical success factors and the potential risks Now you can select the project team, the project team leader, and rank all one-pagers according to your priorities. Your current resources will be the only ones available, at least at the start of the project unless you succeed to convince top-management to approve additional resources. The business cases need to be summarized and presented to Top-Management for approval. This marks the starting point of your actions for Project 100! Sourcing Process. Streamlining Purchasing activities through strategic sourcing enables firms to capture measurable cost and cycle time improvements across traditional Purchasing activities. Through strategic sourcing, Purchasing professionals can also affect a variety of shareholders value drivers such as revenue growth, operating margins, and cost of capital. There are a number of tactical and strategic techniques that drive savings in the Purchasing process. The initiatives that will directly impact Project 100 include: Obtaining a competitive purchase price through negotiations and re-negotiations Reducing the total cost of ownership by consolidating and leveraging total spend Improving supplier performance Engaging in low-cost country sourcing Deploying electronic tools (e.g. e-auctions) Typically a strategic sourcing approach consist the following nine steps: 1. Assessment of Category and Project Team 2. Goals for Project 3. Evaluation of Current Market and Data Analysis 4. Develop Sourcing Strategy 5. Identify Suitable Suppliers 6. Final Negotiations / Writing the Agreement 7. Implementation 8. Ongoing Management and SRM 9. Restart assessment for Category
5 Results Tracking and Reporting. Because of the high expectations build for Project 100 it is necessary for Purchasing professionals to measure performance in a commonly accepted manner typically approved by Finance. It is also important to understand that there are many different ways to measure savings and none of them are perfect! What is key to recognize and accept is that these measurements have to be reproducible accepted (by the management), and are manageable. A careful equilibrium of process rigor and efficiency is required to ensure acceptance of Purchasing value measurements. Simplicity has priority over perfection. Some areas that we considered for performance measurements of Project 100 were: Common Definitions Credibility of savings Accuracy of savings Ability to track savings Before implementing a cost savings measurement program, Purchasing must gain support of top management and finance. To maximize success, be sure that the savings methodology selected is accepted and validated by Finance. To further gain credibility we recommend that Finance also validates reported savings
Vendor Relationship Management
Vendor Relationship Management Getting What You Paid For (and More) Stephen Guth VP, Vendor Management Thursday, February 26 th, 2015, 8:00 9:00 a.m. Topics Case Study Company Intro Begin with the End
More informationCorporate Performance Management. Framework, Approach and Challenges Observed
Corporate Performance Framework, Approach and Challenges Observed 16 June 2009 Performance Improvement Agenda Page 1 CPM defined for performance leadership 1 2 CPM framework 6 3 CPM Practical implementation
More informationPROCUREMENT: A Strategic Lever for Bottom Line Improvement
PROCUREMENT: A Strategic Lever for Bottom Line Improvement Headquarters 610 Old York Road Jenkintown, PA 19046 tel 877.935.ICGC fax 877.ICGC.339 www.icgcommerce.com white paper A Time for Impact With continued
More informationIntroduction. Table of Contents
Introduction To stay competitive, you know how important it is to find new ways to streamline and save on your company s operations. Learning how leading companies handle commercial payments can give you
More informationChina Grand Auto: Partnering with SAP on a State-of-the-Art Platform for a Multibrand Dealer Group
2015 SAP SE or an SAP affiliate company. All rights reserved. China Grand Auto: Partnering with SAP on a State-of-the-Art Platform for a Multibrand Dealer Group Company China Grand Automotive Services
More informationIBM Emptoris Procurement SaaS Service
IBM Emptoris Procurement SaaS Service Service Definition IBM Emptoris Procurement SaaS Service 1 1. Summary 1.1 Service Description IBM is focused on providing Best in Class Supply and Contract Management
More informationRevenue and Sales Reporting (RASR) Business Intelligence Platform
Department of Information Resources Revenue and Sales Reporting (RASR) Business Intelligence Platform NASCIO 2009 Recognition Awards Category: Data, Information and Knowledge Management Executive Summary
More informationSOLUTION BRIEF: CA IT ASSET MANAGER. How can I reduce IT asset costs to address my organization s budget pressures?
SOLUTION BRIEF: CA IT ASSET MANAGER How can I reduce IT asset costs to address my organization s budget pressures? CA IT Asset Manager helps you optimize your IT investments and avoid overspending by enabling
More informationElegantJ BI. White Paper. Operational Business Intelligence (BI)
ElegantJ BI Simple. Smart. Strategic. ElegantJ BI White Paper Operational Business Intelligence (BI) Integrated Business Intelligence and Reporting for Performance Management, Operational Business Intelligence
More informationDobre praktyki zarządzania zakupami technologicznymi
Dobre praktyki zarządzania zakupami technologicznymi Leszek Maśniak Executive Partner, Gartner Poland Ministerstwo Administracji i Cyfryzacji, Warszawa 12-10-2014 Gartner at a Glance 6,100 associates 14,000+
More informationPredicts 2004: Supplier Relationship Management
Strategic Planning, D. Hope-Ross Research Note 17 November 2003 Predicts 2004: Supplier Relationship Management Enterprises using technology to improve supplier relationships should pay attention to changes
More informationIT Services Management
IT Services Management Developing an Effective ITSM Communications Plan White Paper Prepared by: Rick Leopoldi May 25, 2002 Copyright 2002. All rights reserved. Duplication of this document or extraction
More information10 Fundamental Strategies and Best Practices of Supply Chain Organizations
10 Fundamental Strategies and Best Practices of Supply Chain Organizations Robert J. Engel, C.P.M. National Director of Client Service Resources Global Professionals - SCM Practice 713-403-1979: Bob.Engel@Resources-us.com
More informationIntroduction. Table of Contents
Introduction To stay competitive, you know how important it is to find new ways to streamline and save on your company s operations. Learning how leading companies handle commercial payments can give you
More informationTouch Points Touch Points Step 1 Spend Areas Step 2 Creating and Developing a Sourcing Team Executive Sponsorship
Strategic Sourcing: A Step-By-Step Practical Model Robert J. Engel, Vice President-Project Services The Procurement Centre 713-623-0111 Ext. 224; bengel@tpc-usa.com 89 th Annual International Supply Management
More informationCustomer Success Study: Healthcare Distributor
Customer Success Study HEALTHCARE DISTRIBUTOR Global Healthcare Distributor Improves Pricing Profits on SQL Server Platform Pricing processes and insight generated $250,000 profit surge after just one
More informationNational Bank of Canada: Transforming the Mortgage Origination Process
2013 SAP AG or an SAP affiliate company. All rights reserved. National Bank of Canada: Transforming the Mortgage Origination Process Company National Bank of Canada Headquarters Montreal, Quebec Industry,
More informationData Management Services > Master data management: a critical cornerstone
COMMERCIAL INFORMATION SOLUTIONS Data Management Services > Master data management: a critical cornerstone in the success of your business By cleansing and enriching your customer, supplier and employee
More informationStrategies for optimizing your cash management
Part of the Deloitte working capital series Make your working capital work for you Strategies for optimizing your cash management The Deloitte working capital series Strategies for optimizing your accounts
More informationImpact of B2B E-procurement Systems A Summary Report
Impact of B2B E-procurement Systems A Summary Report Chandrasekar Subramaniam University of North Carolina at Charlotte csubrama@email.uncc.edu William Qualls University of Illinois at Urbana-Champaign
More informationbuilding and sustaining productive working relationships p u b l i c r e l a t i o n s a n d p r o c u r e m e n t
building and sustaining productive working relationships p u b l i c r e l a t i o n s a n d p r o c u r e m e n t INTRODUCTION 1 1 THE GROWING INFLUENCE OF PROCUREMENT PROFESSIONALS 2 2 GUIDELINES FOR
More informationSoftware Asset Management on System z
Software Asset Management on System z Mike Zelle Tivoli WW IT Asset Management Marketing SAM in SHARE Project Manager mzelle@us.ibm.com Agenda Why Software Asset Management (SAM) The Discipline of Software
More informationWhat is IT-Business Alignment?
Author : Anil Dissanayake Version : 1.0 Date : October 2012 TABLE OF CONTENTS DEFINING IT-BUSINESS ALIGNMENT... 3 PROBLEMS WITH MISALIGNMENT... 4 CURRENT CHALLENGES WITH IT-BUSINESS ALIGNMENT... 5 KEY
More informationStrategic Sourcing & Procurement Excellence
Strategic Sourcing & Procurement Excellence Mastering sustainable procurement strategies to generate significant value for your organisation through effective cost reduction and increased efficiency Singapore,
More informationON Semiconductor identified the following critical needs for its solution:
Microsoft Business Intelligence Microsoft Office Business Scorecards Accelerator Case study Harnesses the Power of Business Intelligence to Drive Success Execution excellence is an imperative in order
More informationEssentials to Building a Winning Business Case for Tax Technology
Essentials to Building a Winning Business Case for Tax Technology The complexity of the tax function continues to evolve beyond manual and time-consuming processes. Technology has been essential in managing
More informationMaster Data Management, Risk and Governance
Master Data Management, Risk and Governance Look for more expanded versions of this and more material in EIM for Business Managing Information as an Asset, in May 2010 by Morgan Kaufman Publishing, Elsevier
More informationCritical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success
Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Table of Contents Abstract............................................ 3 CRM Drivers and Benefits............................. 4
More informationIT Cost Reduction. Doing More with Less. Anita Ballaney, Vishwanath Shenoy, Michael Gavigan. Strategic IT cost reduction - Doing More with Less
IT Cost Reduction Doing More with Less Anita Ballaney, Vishwanath Shenoy, Michael Gavigan Strategic IT cost reduction - Doing More with Less The current economic climate will force all businesses to thoroughly
More informationBuilding an Effective Business Case: Automating Travel Booking and Expense Reporting Processing
Building an Effective Business Case: Automating Travel Booking and Expense Reporting Processing ABSTRACT Automation of the travel booking and expense reporting process is a growing trend as businesses
More informationSupplier Relationship Management (SRM) in Supply Chain Context for the Industry
Supplier Relationship Management (SRM) in Supply Chain Context for the Industry Anil Ponweera President-Institute of Supply and Materials Management(ISMM) MBA(Aus)/FISMM/FCPM/CMLT Manager Materials and
More informationGovernment Insights: Possible IT Budget Cuts
Tactical Guidelines, J. Kost Research Note 6 January 2003 Government Insights: Possible IT Budget Cuts In tough economic times, government leaders pressure CIOs to reduce IT budgets. Although IT investments
More informationOverview of Future Purchasing s fundamental and advanced training workshops...
Performance Learning Presented by: Anna Del Mar - Director, Performance Learning Future Purchasing Overview of Future Purchasing s fundamental and advanced training workshops... Tailored excellence.. Our
More informationTapping the benefits of business analytics and optimization
IBM Sales and Distribution Chemicals and Petroleum White Paper Tapping the benefits of business analytics and optimization A rich source of intelligence for the chemicals and petroleum industries 2 Tapping
More informationNegotiating Vendor Contracts. Key Initiative Overview
Christopher Ambrose Research Vice President This overview provides a high-level description of the Negotiating Vendor Contracts Key Initiative. IT leaders can use this overview to understand how to improve
More informationHow To Manage Tail Spend
Getting a Grip on Tail Spend by Ralf Mägerle, Kyle Rosenthal, Christian Meyer Sourcing and procurement organizations are under pressure like never before. Not only are they responsible for purchasing at
More informationKey Components of a Risk-Based Security Plan
Key Components of a Risk-Based Security Plan How to Create a Plan That Works Authors: Vivek Chudgar Principal Consultant Foundstone Professional Services Jason Bevis Director Foundstone Professional Services
More informationEnhancing Sales and Operations Planning with Forecasting Analytics and Business Intelligence WHITE PAPER
Enhancing Sales and Operations Planning with Forecasting Analytics and Business Intelligence WHITE PAPER SAS White Paper Table of Contents Introduction.... 1 Analytics.... 1 Forecast Cycle Efficiencies...
More informationENTERPRISE MANAGEMENT AND SUPPORT IN THE INDUSTRIAL MACHINERY AND COMPONENTS INDUSTRY
ENTERPRISE MANAGEMENT AND SUPPORT IN THE INDUSTRIAL MACHINERY AND COMPONENTS INDUSTRY The Industrial Machinery and Components Industry Manufacturers in the industrial machinery and components (IM&C) industry
More informationENTERPRISE MANAGEMENT AND SUPPORT IN THE TELECOMMUNICATIONS INDUSTRY
ENTERPRISE MANAGEMENT AND SUPPORT IN THE TELECOMMUNICATIONS INDUSTRY The Telecommunications Industry Companies in the telecommunications industry face a number of challenges as market saturation, slow
More informationFinancial Planning, Budgeting, and Forecasting
Financial Planning, Budgeting, and Forecasting Removing the Hurdles March 2013 Nick Castellina Financial Planning, Budgeting, and Forecasting: Removing the Hurdles Financial planning is the process by
More informationSupplier Management for Complex Outsourced Services: A Strategic Framework
Supplier Management for Complex Outsourced Services: A Strategic Framework Chris O D Malone, Director Shared Services Expense Management Solutions, Inc. 508-460-7014; malone@expensemanagement.com 93 rd
More informationSupplier Relationship Management (SRM) Redefining the value of strategic supplier collaboration
Supplier Relationship Management (SRM) Redefining the value of strategic supplier collaboration As today s integrated supply chains require collaboration at many levels and from various functions, executives
More informationStepping Up to The Cloud:
A research report prepared by: Publication sponsored by: TABLE OF CONTENTS Introduction: Reaching a Cloud Decision Point Tactical and Strategic Cloud Benefits Managing Key Challenges Plan For Change Sponsor
More informationBusiness Analytics Evaluation Guide. Integrated Financial Planning and Forecasting Performance Blueprint Powered by IBM Cognos Express
Business Analytics Evaluation Guide Integrated Financial Planning and Forecasting Performance Blueprint Powered by IBM Cognos Express 2 Integrated Financial Planning and Forecasting Performance Blueprint
More informationProcurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire. P3M3 Project Management Self-Assessment
Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Project Management Self-Assessment Contents Introduction 3 User Guidance 4 P3M3 Self-Assessment Questionnaire
More informationOctober 7, 2011. Presented to. The PMI Washington DC Chapter. Pedro Agosto. Director of Client Services, XA Systems, LLC. pedro.agosto@xasystems.
October 7, 2011 Presented to The PMI Washington DC Chapter By Pedro Agosto Director of Client Services, XA Systems, LLC pedro.agosto@xasystems.com Introduction Re-evaluating IT Services Today s Challenges
More informationBusiness Service Management Links IT Services to Business Goals
WHITE PAPER: BUSINESS SERVICE MANAGEMENT Business Service Management Links IT Services to Business Goals JANUARY 2008 Sarah Meyer CA SOLUTIONS MARKETING Table of Contents Executive Summary SECTION 1 2
More informationFinal. North Carolina Procurement Transformation. Governance Model March 11, 2011
North Carolina Procurement Transformation Governance Model March 11, 2011 Executive Summary Design Approach Process Governance Model Overview Recommended Governance Structure Recommended Governance Processes
More informationIntroduction. Table of Contents
Introduction To stay competitive, you know how important it is to find new ways to streamline and save on your company s operations. Learning how leading companies handle commercial payments can give you
More informationSAP Customer Relationship Management. SAP CRM Rapid-Deployment Solution An Essential CRM Solution,
SAP Customer Relationship Management SAP CRM Rapid-Deployment Solution An Essential CRM Solution, Delivered Quickly and Affordably CONTENT 4 Your Vision for CRM 6 Preconfigured CRM Software and Services
More informationEnhancing Sales and Operations Planning with Forecasting Analytics and Business Intelligence WHITE PAPER
Enhancing Sales and Operations Planning with Forecasting Analytics and Business Intelligence WHITE PAPER Table of Contents Introduction... 1 Analytics... 1 Forecast cycle efficiencies... 3 Business intelligence...
More informationFrom cost center to spearhead
NNIT EXPECTATION BAROMETER 2015 From cost center to spearhead the value of IT NNIT EXPECTATION BAROMETER Contents From cost center to spearhead Digitization and business sense Think, measure, and communicate
More informationIntegrated Sales and Operations Business Planning for Chemicals
Solution in Detail Chemicals Executive Summary Contact Us Integrated Sales and Operations Business Planning for Chemicals Navigating Business Volatility Navigating Volatility Anticipating Change Optimizing
More informationAudit of the Management of Projects within Employment and Social Development Canada
Unclassified Internal Audit Services Branch Audit of the Management of Projects within Employment and Social Development Canada February 2014 SP-607-03-14E Internal Audit Services Branch (IASB) You can
More informationOffice of Shared Services Project Status Report July 1, 2013. Attachment
Office of Shared Services Project Status Report July 1, 2013 Attachment This page is intentionally blank to allow for double sided printing. Strategic Plan Team Report: Initiative Annual Report Initiative
More informationQlik connector for SAP NetWeaver
Qlik connector for SAP NetWeaver Increasing the value of SAP with quick and flexible data discovery Organizations spend millions of dollars automating their business processes. But unfortunately, many
More informationIntegrated ERP Guide:
Integrated ERP Guide: Expert answers to your most frequently asked questions In collaboration with Tribridge and Aberdeen Group 2 I 1 2 3 4 N Introduction One: Prepping for ERP Enhancement Two: ERP Implementation
More informationEnsuring Contract Compliance through integration of Ariba Contracts and SAP ECC Michael Chavez and Sean Rhoades, Deloitte Consulting LLP
Orange County Convention Center Orlando, Florida June 3-5, 2014 Ensuring Contract Compliance through integration of Ariba Contracts and SAP ECC Michael Chavez and Sean Rhoades, Deloitte Consulting LLP
More informationPROACTIS Solutions & Services for Procurement
PROACTIS Solutions & Services for Procurement What we do for you as the person responsible for procurement How We Help increase savings, reduce risk and improve efficiencies by increasing your organisation
More informationNONPROFIT PERFORMANCE MANAGEMENT WORKBOOK
NONPROFIT PERFORMANCE MANAGEMENT WORKBOOK STRATEGY MAXIMIZE IMPACT PERFORMANCE MEASUREMENT STRATEGY OUR IMPACT STRATEGY IMPACT STRATEGY Our Current Approach Describe what is presently defined or agreed-upon
More informationFocusing Trade Funds on Your Best Customers: Best Practices in Foodservice Customer Segmentation
Blacksmith Applications The Leader in Foodservice Trade Spending Solutions Focusing Trade Funds on Your Best Customers: Best Practices in Foodservice Customer Segmentation Contents Introduction 2 What
More informationHow To Save Money On Production
White Paper Procurement Spend Management: Key Elements for Realising Cost Savings in Procurement Spend analysis creates an understanding of the organisation s spend structure and enables decisions and
More informationFour distribution strategies for extending ERP to boost business performance
Infor ERP Four distribution strategies for extending ERP to boost business performance How to evaluate your best options to fit today s market pressures Table of contents Executive summary... 3 Distribution
More informationWHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS
WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS Enporion, Inc. March, 2009 www.enporion.com SUPPLY CHAIN ORGANIZATION MODELS THAT DRIVE SUCCESS To ensure success in your supply chain
More informationGaining an Understanding of Your Customers Using Portfolio Analysis
Gaining an Understanding of Your Customers Using Portfolio Analysis By: Ruby C. Kerr To successfully manage a process, you must control and measure that process. To manage the credit process, today s credit
More informationReal Estate Lifecycle Management
Solution in Detail Enterprise Asset Management Executive Summary Contact Us Real Estate Lifecycle Management Boost Your Real Estate Portfolio Portfolio Management Optimized Management Managing corporate
More informationDESIGNED FOR YOUR INDUSTRY. SCALED TO YOUR BUSINESS. READY FOR YOUR FUTURE. SAP INDUSTRY BRIEFING FOR HEATING, VENTILATION, AIR CONDITIONING, AND
DESIGNED FOR YOUR INDUSTRY. SCALED TO YOUR BUSINESS. READY FOR YOUR FUTURE. SAP INDUSTRY BRIEFING FOR HEATING, VENTILATION, AIR CONDITIONING, AND PLUMBING EQUIPMENT MANUFACTURERS BEST-RUN HVAC AND PLUMBING
More informationThe Customer Relationship Management Process
The Customer Relationship Management Process E d u c a t i n g t h e W o r l d s B e s t A i r F o r c e Slide 1 The Supply Chain Management Processes Information Flow Supply Chain Management Processes
More informationStrategic Sourcing Implementation Andrew Gager, CPIM
Strategic Sourcing Implementation Andrew Gager, CPIM Purpose Life Cycle Engineering (LCE) firmly believes that every client whether a single site or multiple sites, has the ability to leverage their spending
More informationTHOMAS RAVN PRACTICE DIRECTOR TRA@PLATON.NET. An Effective Approach to Master Data Management. March 4 th 2010, Reykjavik WWW.PLATON.
An Effective Approach to Master Management THOMAS RAVN PRACTICE DIRECTOR TRA@PLATON.NET March 4 th 2010, Reykjavik WWW.PLATON.NET Agenda Introduction to MDM The aspects of an effective MDM program How
More informationThe Strategic Use of Supplier Price and Cost Analysis
The Strategic Use of Supplier Price and Cost Analysis Michael E. Smith, Ph.D., C.Q.A. MBA Program Director and Associate Professor of Management & International Business Western Carolina University Lee
More informationAttachment 16.5 SA Power Networks: Supply Chain Strategy 2015-2020
Attachment 16.5 SA Power Networks: Supply Chain Strategy 2015-2020 SA Power Networks. Supply Chain Strategy 2015 2020 Executive Summary The Future Operating Model has identified business drivers that will
More informationBusiness Intelligence Solutions for Gaming and Hospitality
Business Intelligence Solutions for Gaming and Hospitality Prepared by: Mario Perkins Qualex Consulting Services, Inc. Suzanne Fiero SAS Objective Summary 2 Objective Summary The rise in popularity and
More informationStepping Up to The Cloud:
A research report prepared by: Publication sponsored by: TABLE OF CONTENTS Introduction: Reaching a Cloud Decision Point Strategic Cloud Capabilities Managing Key Challenges Plan For Change Sponsor Perspective:
More informationPROCUREMENT OUTSOURCING: The 10 Things Companies Really Want to Know
PROCUREMENT OUTSOURCING: The 10 Things Companies Really Want to Know By Jason Gilroy Vice President of Outsourcing ICG Commerce As featured in: Over the past year, ICG Commerce has seen an unprecedented
More informationResearch Brief. Using the Model. Category One: Strategy
The Sirius Directions in Services Model The Sirius Directions in Services Model groups sales, marketing and product service providers and agencies into five categories: strategy, reputation, demand, sales
More informationImproving Supply Chain Management for the Mining and Metals Industry
62-01-48 Improving Supply Chain Management for the Mining and Metals Industry Karl Kelton THE MINING AND METALS SECTOR is among the last significant industrial area to begin to move forward aggressively
More informationProfit from the experience of best-in-class companies.
VISA COMMERCIAL SOLUTIONS Global Procure-to-Pay and Commercial Card Best Practices Executive Summary Profit from the experience of best-in-class companies. Today s most successful companies have shifted
More informationA FinCo Case Study - Using CA Business Service Insight to Manage Outsourcing Suppliers
WHITE PAPER August 2012 A FinCo Case Study - Using CA Business Service Insight to Manage Outsourcing Suppliers Erik Hille Senior Principal Product Marketing Manager Table of Contents Executive Summary
More informationStrategic Deployment:
Strategic Deployment: A Step- by- Step Process for Planning, Implementing and Managing Change l P.O. Box 270771, Houston, Texas 77277 Phone: 713-882- 5225 Introduction Change. It's the hardest variable
More informationBuilding a Winning Business Case for Telecom Expense Management (TEM)
Building a Winning Business Case for Telecom Expense Management (TEM) INTRODUCTION With diverse geographical footprints, expanding communication needs, and a proliferation of carrier partners offering
More informationIntroduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas
Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas D E L I V E R I N G S U P P L Y C H A I N E X C E L L E
More informationDavid Wohler. Vice President of Global Sourcing and Real Estate - Covidien
David Wohler Vice President of Global Sourcing and Real Estate - Covidien Covidien August 2, 2011 Driving Value from a Supplier Relationship Management Program David Wohler, VP Global Sourcing The Expectations
More informationREMAN. Microsoft Dynamics NAV for Reman from Level Seven
REMAN Microsoft Dynamics NAV for Reman from Level Seven EAT. SLEEP. REMAN. It s what we do. MICROSOFT DYNAMICS NAV FOR REMAN ERP software specifically designed for remanufacturing businesses. Off-the-shelf
More informationSourcing and Managing Marketing Agency Spend
Sourcing and Managing Marketing Agency Spend Marika Lindstrom, Director Global Business Services Global Supply Management AMD Inc. Tel. 512/9348465 marika.lindstrom@amd.com 93 rd Annual International Supply
More informationSAP Executive Insight. Best Practices of the Best-Run Sales Organizations Sales Opportunity Blueprinting
SAP Executive Insight Best Practices of the Best-Run Sales Organizations Sales Opportunity Blueprinting Why are we talking about blueprints? After all, blueprints are used in the construction of buildings,
More informationWhite paper. The long and short of managing tail spend. Deepa M.K. Abstract
White paper The long and short of managing tail spend Deepa M.K. Abstract This paper explores and articulates the (usually) least focused but significantly important area of any organization s spend management
More informationThe Business-Centric CIO
The Business-Centric CIO Issue 2 1 The Business-Centric CIO 2 From the Gartner Files: Using IT Financial Management to Improve Business Outcomes 6 About VMware Today s successful CIOs are not only technology
More informationCost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists
1 Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists Troubling economic times require attention to the basics:
More informationStrategies to Help Vendors Optimize Their Long-term Global Contracts
THE INDUSTRIAL PERSPECTIVE Strategies to Help Vendors Optimize Their Long-term Global Contracts May 2010 KPMG INTERNATIONAL HAVE YOU CONSIDERED ALL THE ISSUES? The following questions may help vendors
More informationbuilding a business case for governance, risk and compliance
building a business case for governance, risk and compliance contents introduction...3 assurance: THe last major business function To be integrated...3 current state of grc: THe challenges... 4 building
More informationagility made possible
SOLUTION BRIEF CA IT Asset Manager how can I manage my asset lifecycle, maximize the value of my IT investments, and get a portfolio view of all my assets? agility made possible helps reduce costs, automate
More informationProductivity Improvement through Integrated Business Planning (IBP) Rafiqul Islam, Senior Director, Global Bioanalytical Services
Productivity Improvement through Integrated Business Planning (IBP) Rafiqul Islam, Senior Director, Global Bioanalytical Services Outline Background: Today s bioanalytical lab Introduction of Integrated
More informationReport on the Agency-Advertiser Value Survey
Report on the Agency-Advertiser Value Survey Study conducted by Ignition Consulting Group on behalf of American Association of Advertising Agencies Association of National Advertisers August 2007 Results
More informationHolcim Leadership Journey 2012-2014. May 14, 2012
Holcim Leadership Journey 2012-2014 Summary of the Holcim Leadership Journey 2012-2014 Focus on health and safety strengthen the social dialog Development and generation of leaders and talents By 2014
More informationIBM S ON-DEMAND MODEL DRIVES FASTER, LEANER, MORE EFFICIENT SUPPLY CHAIN
IBM S ON-DEMAND MODEL DRIVES FASTER, LEANER, MORE EFFICIENT SUPPLY CHAIN Case Study: IBM Challenge Build a supply chain that can sense and respond to changes in customer demand and available supply and
More informationTop Mistakes Suppliers Make When Developing Customer Quotations How Companies Can Avoid Them and How Buyers Can Spot Them. Jeoff Burris, Principal
Top Mistakes Suppliers Make When Developing Customer Quotations How Companies Can Avoid Them and How Buyers Can Spot Them Jeoff Burris, Principal Top Mistakes Suppliers Make When Developing Customer Quotations
More informationAutomating IT Capacity Management
Automating IT Capacity Management Ingo Schulz Product Manager IT Intelligence SAS International Agenda Introduction The IT Capacity Planning Methodology IT Capacity Planning leveraging SAS IT Intelligence
More information