Enhancing Value through effective Supply Chain Collaboration

Size: px
Start display at page:

Download "Enhancing Value through effective Supply Chain Collaboration"

Transcription

1 Enhancing Value through effective Supply Chain Collaboration Creating Designer relationships. Professor Richard Wilding Cranfield School of Management & Prof. Richard Wilding Centre for Logistics & Supply Chain Management Cranfield School of Management, Cranfield, Bedford, England, MK43 0AL. Tel: +44 (0) Fax: +44 (0) Agenda Delivering Value and the Perfect Order through the supply chain The 3Ts of highly effective supply chains: time, transparency and trust. Understanding and implementing C 3 behaviour: from cooperation to coordination and finally collaboration. The Collaboration Spirals of Success and Failure. What is needed for successful collaboration in the supply chain? Creating resilience to deliver the perfect order by Dr Richard Wilding 1

2 Is it all about perceptions? Customer value is created when perceptions of benefits received exceed the costs of ownership. 3 Defining the perfect order The perfect order is achieved when Customer requirements/perceptions are met in full. Likely elements of the perfect order include: On-time delivery Order filled completely Error-free documentation and invoice 4 2

3 Delivering the perfect order experience through the supply chain Pre-transaction Written customer service policy Accessibility Organisation structure System flexibility Transaction Order cycle time Inventory availability Order fill rate Order status information Post-transaction Availability of spares Call out time Product tracing/warranty Customer complaints, claims etc. 5 Effective Supply Chain Management is all about relationships. Supply chain management can be defined as the management of upstream and downstream relationships with suppliers, distributors and customers to achieve greater customer value-added at less total cost. 6 3

4 Trust Trust Transparency Agility Time Transparency Time The 3T s of Highly Effective Supply Chains 7 The 4 th Dimension: T shaped people. I shaped people only understand their own function. T shaped people understand the process they are part of and also their functional strengths. 8 4

5 C 3 behaviour an essential for supply chain success. Cooperation Coordination C 3 Collaboration 9 Multiplying the benefits: C 3 behaviour and Trust. High Win/Win [1+1=8!] Trust Compromise [1+1=1.5!] Low Win/Lose or Lose/Win [1+1=1!] Low C 3 behaviour High 10 Adapted from: Covey,

6 Collaboration: Win/Lose or Lose/Win 11 John West and his Bear C 3 behaviour and Trust in 54 Collaborative Environments Highly Creative! Trust Total Disaster! C 3 Behaviour by Dr Richard Wilding 6

7 Collaboration Spiral of Failure Monopoly Environment partners are trapped by limited choices Information Impactedness deliberately confuse to gain advantage Opportunism only focus on your own objectives Business Myopia take a short term view and avoid risk Bounded Rationality do the minimum you can get away with Spiral of Failure by Dr Richard Wilding Collaboration Spiral of Success Relationship Quality creating a win-win relationship in which each side is delighted to be a part Relationship Communication frequent, open dialogue and information-sharing Relationship Reliability concentrating on service and product delivery, lowering joint costs and risks, building up trust Relationship Stability synchronisation of objectives and confidence-building Relationship Creativity promoting quality, innovation and long-term approach by encouraging high performance Spiral of Success by Dr Richard Wilding 7

8 Questions we all need to ask. How many business relationships do we have? Why are they important? Which ones are doing well and why? Which ones are NOT doing well and why? How do we identify hard targets for continuous relationship improvement, and remove risk? How do we do all of this jointly with our business partner? How do we do it with minimum effort and maximum effectiveness? 15 Collaboration: Success or Failure? We can measure it & make it Transparent! 16 8

9 Man Dimensions Overall Joint 63 Customer 66 Supplier 60 SCCI Barometer Creativity Stability Bandings 0 49 Poor Communication Reliability Value Additional Characteristics Moderate (2b) Moderate (2a) Good Long Term Orientation Interdependence 50 0 C3 Behaviour Trust Commitment Adaption Personal Relationships Collaboration: Success or Failure? How do you compare? Successful integrators Contain high levels of interdependence, co-operating, coordinating, collaborating (C3) behaviour, information sharing and innovation resulting in efficient, effective supply chains focused on customer requirements Cluster Map 'successful integrators' Good Stable pragmatists Characterised by cooperation based upon the pragmatic need to overcome normal supply chain operating difficulties. Culture-matching has taken, a sense of being in the same boat. Evolving pessimists Operating problems such as complexity, difficulties in predicting customer requirements and either cultural or financial obstacles to process/facility improvements generally reduce relationship satisfaction. % Mean Relationships Satisfaction Poor Moderate 2b Moderate 2a 'no can dos' 'stable pragmatists' Firm A Firm B 'evolving pessimists' No can dos Adversarial conditions with feelings of imprisonment and impotence, a long term lack of co-operation and entrenched opposition to any form of innovation, efforts to improve or gain better equity are unrequited. Result is poor supply chain practices and processes and poor returns Cluster Numbers 18 9

10 Collaboration: Success and Failure A poor relationship can be a source of risk. 19 Farm Distributor Manufacturer Retailer Consumer Designing the Relationships to maximise Value Partnerships & Collaborative Arm s Length Type I Type II Type III Joint Ventures Vertical Integration Source: Lambert et al, 1996 Know the type of relationship you need. Understand what is required to maintain it. 10

11 Emotional Intelligence gains competitive advantage. Top 25% of companies selected for profitability, Cycle times, output etc. showed the following characteristics: A passion for competition and continual improvement. Organisational commitment to a basic strategy. Open communications & trust-building with all stakeholders. Building relationships both internally & externally that offer competitive advantage. Collaboration, support, and sharing of resources Innovation, risk taking, and learning together. 21 Source: Goleman Working with Emotional Intelligence 1998 A leap of faith requires Trust & Transparency Sharing info. and making joint decisions Collaboration A leap of faith!??? Sharing information but making independent decisions A leap of faith! Not sharing data and making independent decisions based on plans Extranet Enabled Plan Accuracy 22 Source: Barrett,

12 Risk mitigation through Collaboration: The building blocks for success. Stakeholder focus Data Sharing Agreed Joint Processes Integrate into Internal Applications TRUST Flexibility Responsiveness Shared KPIs 23 Adapted from: Barrett, Collaborative Business Success Factors Innovative commercial practices, tough but achievable incentives, and meaningful gainshare. End-to-end, clearly visible performance objectives agreed by all supply chain players including the endcustomers. Frequent, interactive, open communications across all levels of the customer/supplier interface especially on performance reviews and continuous improvement of products/services and business processes. Open, no blame culture aimed at customer and relationship satisfaction which depend upon personal, trusting relationships. Joint planning and business systems supported by free-flow of information. 12

13 Collaborative Business Failure Factors Lack of stable customer funding arrangements, which prevent supplier investment planning. Insufficient investment, which generates long term costs and prevents performance incentivisation. Lack of investment in good staff, which causes unnaturally high turnover and prevents personal relationship development and efficient business processes. Adversarial, bureaucratic commercial practices and attitudes, which increase costs, cause delays and reduce trust. Lack of culture-matching results in them and us attitudes, which result in a downward spiral of poor behaviour, reduced benefits and low performance. 25 The most important Collaboration Question of all.. How will the company/function you want to collaborate with benefit from collaborating with you? This is the first question that should be asked. If there is no benefit for them, why should they do it? 26 13

14 Creating the Resilient Supply Chain Mapping & critical path analysis Supply chain understanding 1. Supply chain (re)engineering Supply base strategy Sourcing decisions and criteria Supplier development Supply chain risk register Real options thinking Supply chain design principles Efficiency vs redundancy The resilient supply chain 4. Creating a supply chain risk management culture 2. Supply chain collaboration 3. Agility Collaborative planning Supply chain intelligence Visibility Velocity & acceleration Establish supply chain continuity teams Board-led responsibility & leadership Factor risk considerations into decision making 27 Professor Martin Christopher, Centre for Supply Chain Risk & Resilience, Cranfield School of Management 2006 Conclusion. Removing one T results in collapse! Trust Trust Transparency Time Transparency 28 Time For value creation the 4 T s are key! 14

15 Why customers stop doing business Attitude & Perceptions destroy Value?! 1% DIE, RETIRE OR ARE TERMINATED 3% TRANSFER TO OTHER JOBS, COMPANIES OR LOCATIONS 5% GIVE THEIR BUSINESS TO OTHER FRIENDS 9% COMPETITIVE REASONS 14% PRODUCT DISSATISFACTION 68% ATTITUDE OF SUPPLY COMPANY Research by Miller Business Systems 29 The Supply Chain Podcast Or freely available on itunes

16 Cranfield - A distinguished reputation Financial Times Global Executive Education Rankings 2006 Ranked No 1 in the UK for Customised Executive Development 3 rd in Europe, 11 th in the World 4 th in the world for the relevance in the workplace of new skills learnt and the ease of implementation Which MBA (Global Rankings) 3rd in the UK, 9th in Europe and 28th in the world 4th in the world for educational experience 5th in the world for student quality Accreditations One of only 20 business schools worldwide to be triple AMBA, EQUIS and AACSB accredited 31 Please keep in touch! If you would like further information on the techniques described in this presentation, for example, supporting journal articles, or would like to discuss the content further, please don t hesitate to contact the author at the following address: Professor Richard Wilding Cranfield School of Management Cranfield, Bedford, England, MK43 0AL. Tel: +44 (0) Fax: +44 (0) Web: by Dr Richard Wilding 16

The SEVEN T s of Highly Effective Supply Chains: How surviving the future requires plenty of T!

The SEVEN T s of Highly Effective Supply Chains: How surviving the future requires plenty of T! The SEVEN T s of Highly Effective Supply Chains: How surviving the future requires plenty of T! Professor Richard Wilding Cranfield School of Management www.cranfield.ac.uk/som www.richardwilding.info

More information

Managing the Supply Chain of the Future

Managing the Supply Chain of the Future Managing the Supply Chain of the Future Emeritus Professor Martin Christopher Cranfield School of Management Cranfield University Cranfield Bedford MK43 0AL United Kingdom Tel : 44 (0)1234 751122 Fax :

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

INTRODUCTION TO ISO 9001 REVISION - COMMITTEE DRAFT

INTRODUCTION TO ISO 9001 REVISION - COMMITTEE DRAFT INTRODUCTION TO ISO 9001 REVISION - COMMITTEE DRAFT AGENDA Introduction Annex SL Changes to ISO 9001 Future Development How SGS can support you 2 INTRODUCTION ISO 9001 Revision Committee Draft Issued 2013

More information

IAOP: Creating Sustainable value in Outsourcing Klaus Koefoed

IAOP: Creating Sustainable value in Outsourcing Klaus Koefoed IAOP: Creating Sustainable value in Outsourcing Klaus Koefoed April 28 th 2010 Copyright 2009 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

More information

The goal of logistics and supply chain management is to achieve competitive There is a growing advantage through both cost reduction and

The goal of logistics and supply chain management is to achieve competitive There is a growing advantage through both cost reduction and Logistics and Supply Chain Management: Creating Value-Adding Networks 3rd Edition Martin Christopher FT Prentice Hall 2005 ISBN: 02736811761, 298 pages Theme of the Book The central theme of the book is

More information

Delivering peace of mind in outsourcing

Delivering peace of mind in outsourcing > Delivering peace of mind in outsourcing How to increase enterprise performance when outsourcing mission critical systems www.thalesgroup.com/security-services AND >> PERFORMANCE OUTSOURCING OF MISSION

More information

Senior Project Manager A14 Cambridge to Huntingdon, Complex Infrastructure Programme Grade 6. Candidate Pack

Senior Project Manager A14 Cambridge to Huntingdon, Complex Infrastructure Programme Grade 6. Candidate Pack Senior Project Manager A14 Cambridge to Huntingdon, Complex Infrastructure Programme Grade 6 Candidate Pack 2 Introduction The Highways Agency is an Executive Agency of the Department for Transport, and

More information

KEY CONCEPTS AND IDEAS

KEY CONCEPTS AND IDEAS LEAD SELF The domain of the LEADS in a Caring Environment leadership capability framework, consists of four capabilities: a leader (1) Is Self-Aware, (2) Manages Self, (3) Develops Self, and (4) Demonstrates

More information

Supply Chain Excellence

Supply Chain Excellence Executive MasterClass For fee, dates & location details see page 8 The Overview Introduction How can industry leaders build an effective supply chain to reduce costs and enhance value? Effective Supply

More information

Supply Chain 2.0: Managing Supply Chain Complexity in an Age of Uncertainty

Supply Chain 2.0: Managing Supply Chain Complexity in an Age of Uncertainty Supply Chain 2.0: Managing Supply Chain Complexity in an Age of Uncertainty Emeritus Professor Martin Christopher Cranfield School of Management Cranfield University Cranfield Bedford MK43 0AL United Kingdom

More information

The authors provide the frameworks, analysis tools and route-maps to understand and action creating a marketdriven

The authors provide the frameworks, analysis tools and route-maps to understand and action creating a marketdriven : How to build and lead a market-driven organisation Malcolm McDonald, Martin Christopher, Simon Knox & Adrian Payne FT/Prentice Hall, 2001 ISBN: 0273642499, 206 pages Theme of the Book Marketing is too

More information

What Do CEOs Want From Marketing?

What Do CEOs Want From Marketing? Market Leader Issue 27, Winter 2004 www.warc.com What Do CEOs Want From Marketing? Anthony Freeling McKinsey Fiona Stewart Antennae Fran Cassidy The Cassidy Media Partnership Top of the CEO agenda is the

More information

Supplier Relationships Lecture 7. Briony Boydell Managing Business Relationships

Supplier Relationships Lecture 7. Briony Boydell Managing Business Relationships Supplier Relationships Lecture 7 Briony Boydell Managing Business Relationships Objectives of lecture Identify the types of relationships within the supply chain Discuss the benefits of improved relations

More information

Logistics in Greece: Future Trends & Skill Set. Professor Michael Bourlakis Head of Supply Chain Research Centre Cranfield School of Management

Logistics in Greece: Future Trends & Skill Set. Professor Michael Bourlakis Head of Supply Chain Research Centre Cranfield School of Management Logistics in Greece: Future Trends & Skill Set Professor Michael Bourlakis Head of Supply Chain Research Centre Cranfield School of Management Cranfield School of Management is One of the largest postgraduate

More information

0 to 10 Relationship Management. Principles and Practices for High Performance B2B Relationships Facilitated by Gary Ryan

0 to 10 Relationship Management. Principles and Practices for High Performance B2B Relationships Facilitated by Gary Ryan 0 to 10 Relationship Management Principles and Practices for High Performance B2B Relationships Facilitated by Gary Ryan www.0to10rm.com Our plan To explain the 11 business relationship types and performance

More information

LEAD LOGISTICS PARTNER

LEAD LOGISTICS PARTNER Lead Logistics Partner LEAD LOGISTICS PARTNER visit www.dhl.com/supplychain Delivering supply chain transformation that drives a competitive advantage. 2 Understanding supply chain dynamics Understanding

More information

The future of customer service: implications for contact centres

The future of customer service: implications for contact centres The future of customer service: implications for contact centres Brian Weston Head of Research & Insight 11 th April 2016 Introducing The Institute of Customer Service... Independent, not-for-profit membership

More information

Linking Employee Satisfaction, Employee Engagement, and Employee Ambassadorship Session 1: Ambassadorship Concept/Framework Introduction and Rationale

Linking Employee Satisfaction, Employee Engagement, and Employee Ambassadorship Session 1: Ambassadorship Concept/Framework Introduction and Rationale Linking Employee Satisfaction, Employee Engagement, and Employee Ambassadorship Session 1: Ambassadorship Concept/Framework Introduction and Rationale Driving A Successful Customer-Centric Culture Through

More information

Sales Force Automation

Sales Force Automation Sales Force Automation Optimize your sales efforts with the familiar and intelligent features of Microsoft Dynamics CRM. Take advantage of a highly intuitive interface and embedded Microsoft Office capabilities

More information

3PL Selection Strategies

3PL Selection Strategies 3PL Selection Strategies Sponsored by: Presented by: Bryan Jensen Principal 2015 MHI Copyright claimed for audiovisual works and sound recordings of seminar sessions. All rights reserved. 1 Agenda Current

More information

Agile Manufacturing for ALUMINIUM SMELTERS

Agile Manufacturing for ALUMINIUM SMELTERS Agile Manufacturing for ALUMINIUM SMELTERS White Paper This White Paper describes how Advanced Information Management and Planning & Scheduling solutions for Aluminium Smelters can transform production

More information

i2isales Training Solution - Sales Management

i2isales Training Solution - Sales Management Please note: This document has been created due to requests from some of our customers for an off the shelf solution. It represents a very basic outline of the type of offering(s) we provide - and should

More information

Role Description Service Catalogue Specialist

Role Description Service Catalogue Specialist Role Description Service Catalogue Specialist Cluster Agency Division/Branch/Unit Location Transport Transport for NSW People and Corporate Services/Group Information Technology Sydney Classification/Grade/Band

More information

To have or not to have a PMO - is that the right question? Transforming knowledge into action. To have or not to have a PMO 1

To have or not to have a PMO - is that the right question? Transforming knowledge into action. To have or not to have a PMO 1 To have or not to have a PMO - is that the right question? Transforming knowledge into action To have or not to have a PMO 1 Cranfield University 2013 All rights in this written material are Reserved.

More information

Maersk Oil Unique SAP Experience (MOUSE) April 2013, Morag Cammack and Rune Toft

Maersk Oil Unique SAP Experience (MOUSE) April 2013, Morag Cammack and Rune Toft Maersk Oil Unique SAP Experience (MOUSE) April 2013, Morag Cammack and Rune Toft Agenda 1 About Maersk Oil 2 The business case 3 Introducing the Maersk Oil Unique SAP Experience 4 Highlights of the UK

More information

Pro-Vice-Chancellor s Office. Permanent. 37 hours, normally worked Monday to Friday

Pro-Vice-Chancellor s Office. Permanent. 37 hours, normally worked Monday to Friday Job title: Projects Officer Vacancy reference: 2223 School/department: Job type: Hours of work: Salary details: Responsible to: Start date: School of Management Pro-Vice-Chancellor s Office Full time Permanent

More information

COMMUNITY OF PRACTICE, SESSION #5 HABIT 4: THINK WIN/WIN DATE: FEBRUARY 18TH, 2015 FACILITATOR: BRYNN SHADER

COMMUNITY OF PRACTICE, SESSION #5 HABIT 4: THINK WIN/WIN DATE: FEBRUARY 18TH, 2015 FACILITATOR: BRYNN SHADER 1 7 HABITS OF HIGHLY EFFECTIVE PEOPLE COMMUNITY OF PRACTICE, SESSION #5 HABIT 4: THINK WIN/WIN DATE: FEBRUARY 18TH, 2015 FACILITATOR: BRYNN SHADER 2 HABIT 4: THINK WIN/WIN Agenda Interdependence 6 Paradigms

More information

3PL Selection Strategies

3PL Selection Strategies 3PL Selection Strategies Presented by: Sponsored by: Matt Kulp Principal 2014 MHI Copyright claimed as to audiovisual works of seminar sessions and sound recordings of seminar sessions. All rights reserved.

More information

Combining Lean and Agile

Combining Lean and Agile An Integrated Approach to Supply Chain Strategy: Combining Lean and Agile Solutions Professor Martin Christopher Cranfield School of Management Cranfield University Cranfield Bedford MK43 0AL United Kingdom

More information

What are your first thoughts when faced with a new change

What are your first thoughts when faced with a new change What are your first thoughts when faced with a new change What is change? The concept of change management describes a structured approach to transitions in individual, teams, organization, and societies,that

More information

Sage 300 Distribution

Sage 300 Distribution Sage 300 Distribution Win new markets, satisfy your customers, deliver high-quality products and services and steer your business in the right direction with Sage 300 Distribution! In this ever increasing

More information

GLOBAL EXECUTIVE MBA ELECTIVE COURSES

GLOBAL EXECUTIVE MBA ELECTIVE COURSES GLOBAL EXECUTIVE MBA ELECTIVE COURSES The Elective Courses allow you to go deeper into some of the disciplines covered in the Core Courses and a few new areas, depending on your personal interests. Choose

More information

The Supply Chain Management Process

The Supply Chain Management Process article The Supply Chain Management Process D r N e va n W r i g h t, A U T U n i v e r s i t y, N e w Z e a l a n d, e - m a i l : N e va n. w r i g h t @ a u t. a c. n z The primary purpose of this introductory

More information

Role Description Vendor Relationship Manager ICT

Role Description Vendor Relationship Manager ICT Role Description Vendor Relationship Manager ICT Classification/Grade/Band Clerk Grade 9/10 ANZSCO Code PCAT Code Date of Approval Primary purpose of the role The Vendor Relationship Manager ICT is responsible

More information

Imperial College of Science, Technology and Medicine Supply Chain Management Co-operating to Compete in a Global Food Industry

Imperial College of Science, Technology and Medicine Supply Chain Management Co-operating to Compete in a Global Food Industry Supply Chain Management Co-operating to Compete in a Global Food Industry Dr Andrew Fearne Imperial College at Wye University of London 1 Introduction Forces for change Supply chain management - theory

More information

Mastering working capital to build financially sustainable supply chains: A research perspective

Mastering working capital to build financially sustainable supply chains: A research perspective Mastering working capital to build financially sustainable supply chains: A research perspective Simon Templar I would like to acknowledge the assistance of the International Supply Chain Finance Community

More information

Supply Chain Resilience & supply chain strategy

Supply Chain Resilience & supply chain strategy Supply Chain Resilience & supply chain strategy Professor Richard Wilding Cranfield School of Management www.cranfield.ac.uk/som www.richardwilding.info Prof. Dr. Richard Wilding Centre for Logistics &

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

CUSTOMER EXPERIENCE MANAGEMENT (CEM) Manage and measure customer experience in your organisation

CUSTOMER EXPERIENCE MANAGEMENT (CEM) Manage and measure customer experience in your organisation CUSTOMER EXPERIENCE MANAGEMENT (CEM) Manage and measure customer experience in your organisation 2 Our Philosophy At Henley Business School we offer a deeply immersive learning experience. We call it Action

More information

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services Copyright statement All material is provided under a Creative Commons Attribution-NonCommercial-

More information

Exceptional Customer Experience: The New Supply Chain Management Focus

Exceptional Customer Experience: The New Supply Chain Management Focus White Paper Exceptional Customer Experience: The New Supply Chain Management Focus Jonathan Gross Contents A Fresh Look at Supply Chain Management....2 Factors Driving the Integration of Supply Chain Management

More information

CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM) CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM) 3.1 INTRODUCTION The most important purpose of any service orientated organisation is to retain customers. It is critical for any organization to keep

More information

Data Governance in the B2B2C World

Data Governance in the B2B2C World WHITE PAPER Data Governance in the B2B2C World Today s empowered consumers and their demand for product data have given rise to challenges in product data management. Manufacturers and retailers more than

More information

How corporate social responsibility can change your business

How corporate social responsibility can change your business How corporate social responsibility can change your business A Guest Article by Melissa Davis June 2011 Producing an inspired and united workforce One of the greatest challenges for any business is managing

More information

Team Core Values & Wanted Behaviours

Team Core Values & Wanted Behaviours Team Core Values & Wanted Behaviours Session Leader Guide This exercise helps you as a leader to establish a set of shared values and related wanted behaviours. To have shared values in a team will: y

More information

ANZAM 2015 Streams and Keywords

ANZAM 2015 Streams and Keywords ANZAM 2015 Streams and Keywords Stream Keywords 01. Managing for Peak Performance strategic HRM strategic change technological change global business environment innovation managing across cultures international

More information

THE BENEFITS. Facts/Figures

THE BENEFITS. Facts/Figures PERFORMANCE BASED LOGISTICS TRACK RECORD OF SUCCESS BAE Systems Large Aircraft Mr Tim Deacon, Nimrod Project Engineering Manager says of the IFS solution: Integrated Asset Management is an innovative solution

More information

PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ

PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ Authors: Workplace: Assoc. Prof. Jarmila Šalgovičová, PhD., Prof. Matej Bílý, DrSC.* Institute of

More information

Coordinate, develop, and manage the sales team to achieve objectives

Coordinate, develop, and manage the sales team to achieve objectives Page 1 of 6 Coordinate, develop, and manage the sales team to achieve objectives Level 6 Credits 10 Purpose People credited with this unit standard are able to: develop objectives for sales team; evaluate

More information

An introduction to EFMD accreditations: EQUIS and EPAS

An introduction to EFMD accreditations: EQUIS and EPAS An introduction to EFMD accreditations: EQUIS and EPAS Prof. Julio Urgel 2008 International Business School Accreditation Symposium Shanghai, November 2008 1. Introduction to EQUIS and EPAS 2. Differential

More information

NATIONAL STANDARDS FOR DISABILITY SERVICES

NATIONAL STANDARDS FOR DISABILITY SERVICES NATIONAL STANDARDS FOR DISABILITY SERVICES Full version web accessible FOR MORE INFORMATION CONTACT - QualityAssurance@dss.gov.au NATIONAL STANDARDS FOR DISABILITY SERVICES Copyright statement All material

More information

Supply Chain Maturity and Business Performance: Assessment and Impact

Supply Chain Maturity and Business Performance: Assessment and Impact Supply Chain Maturity and Business Performance: Assessment and Impact Abstract When evaluating your supply chain, no gap should exist between where your suppliers capabilities end and your capabilities

More information

ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION

ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION 1.0 Introduction ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION This document provides an understanding of the Quality Management Principles that will facilitate a successful

More information

FINTECH CORPORATE INNOVATION INDEX 2015

FINTECH CORPORATE INNOVATION INDEX 2015 FINTECH CORPORATE INNOVATION INDEX 2015 Page 01 FOREWORD Nicole Anderson CEO FINTECH CIRCLE INNOVATE The FinTech eco-system is shaping the future of financial services and it s about new entrants, new

More information

Enhancing Customer Value through Supply Chain Excellence

Enhancing Customer Value through Supply Chain Excellence Enhancing Customer Value through Supply Chain Excellence Picture Source: http://www.regalzonophon ecom/ep's%20&%20lp's% e.com/ep 20-%20TRLPS21%20- %20New%20Frontier%20- %20New%20York%20Staff %20Band.htm

More information

Leadership, Governance and Management: the Quality and Excellence Dimension. Mike Pupius Visiting Fellow Sheffield Hallam University

Leadership, Governance and Management: the Quality and Excellence Dimension. Mike Pupius Visiting Fellow Sheffield Hallam University Leadership, Governance and Management: the Quality and Excellence Dimension Mike Pupius Visiting Fellow Sheffield Hallam University Model development for public sector Fundamental concepts of Excellence

More information

Understanding the links between employer branding and total reward

Understanding the links between employer branding and total reward 8 September 2010 Understanding the links between employer branding and total reward An overview of our research findings and the implications for reward Limited is authorised and regulated by the Financial

More information

BT Connect Optimisation

BT Connect Optimisation BT Connect BT Connect Optimisation Take control of your critical business applications performance for more network efficiency and productivity A key part of ensuring your IT infrastructure operates efficiently

More information

CareFirst: Service Definition

CareFirst: Service Definition CareFirst: Service Definition Page 1 of 11 Contents 1. Service Overview... 3 2. Information Assurance... 4 3. Details of the level of backup/restore and disaster recovery that will be provided... 4 4.

More information

Online Graduate Certificate in Supply Chain Management

Online Graduate Certificate in Supply Chain Management Online Graduate Certificate in Supply Chain Management Message from the Dean It is my honor and pleasure to welcome you to the D Amore-McKim School of Business at Northeastern University. Our unique educational

More information

Building Tomorrow s Sales Force

Building Tomorrow s Sales Force Tomorrow s Executive Leading Sales Force Transformation By Richard Moore, Mercuri Urval Global Client Services Building Tomorrow s Sales Force Improving the capability of an underperforming sales force

More information

Delivering Excellence in Insurance Claims Handling

Delivering Excellence in Insurance Claims Handling Delivering Excellence in Insurance Claims Handling Guide to Best Practice Delivering Excellence in Insurance Claims Handling Contents Page 1. Introduction 1 2. Executive Summary 2 3. Components of Best

More information

BUSINESS ADVENTURE WHAT S YOUR MBA?

BUSINESS ADVENTURE WHAT S YOUR MBA? MY BUSINESS ADVENTURE WHAT S YOUR MBA? MEANING. BELIEF. ACTION. About our MBA At Cranfield, we believe passionately that your success as a business leader depends not just on what you know, but on how

More information

Agenda. Supply Chain Management (SCM) = The management of a supply chain. Basics of Supply Chain Management

Agenda. Supply Chain Management (SCM) = The management of a supply chain. Basics of Supply Chain Management Basics of Supply Chain Management Erik Sandberg, Assistant Professor Division of Logistics Management Institutionen för ekonomisk och industriell utveckling Agenda 1. What is SCM? 2. SCM vs. Logistics

More information

Your guide to. Diversity & Inclusion

Your guide to. Diversity & Inclusion Your guide to Diversity & Inclusion So, just what is Diversity & Inclusion? Diversity is what makes us the individuals we are. That could be nationality, education, religion, sexual orientation, life experience,

More information

Optimizing Rewards and Employee Engagement

Optimizing Rewards and Employee Engagement Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin

More information

Managing for Results. Purpose. Managing for Results Practitioner-level Standards

Managing for Results. Purpose. Managing for Results Practitioner-level Standards Managing for Results Practitioner-level Standards Managing for Results Purpose In all sectors and at all levels managers must have the knowledge, understanding and skills to enable them to grasp the right

More information

Perspectives on Procurement

Perspectives on Procurement www.pwc.com/me Perspectives on Procurement Finance & Procurement: Optimizing Performance through Collaboration In today s complex and fast moving world, Procurement and Finance must add value beyond base-level

More information

Number of staff responsible 11 for Budget responsibility ( ) 4,000,000. Purpose of Job:

Number of staff responsible 11 for Budget responsibility ( ) 4,000,000. Purpose of Job: Job Title Assistant Director, Policy, Intelligence and Analysis (incorporating Programme Director, Future Shape of the Council) Barnet Band and scale range 241-244 Reports to Director of Strategy (and

More information

5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services

5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services PERFORMANCE MANAGEMENT GOING AGILE Nicolle Strauss Director, People Services 1 OVERVIEW In the increasing shift to a mobile and global workforce the need for performance management and more broadly talent

More information

Test your talent How does your approach to talent strategy measure up?

Test your talent How does your approach to talent strategy measure up? 1 Test your talent How does your approach to talent strategy measure up? Talent strategy or struggle? Each year at Head Heart + Brain we carry out research projects to help understand best practice in

More information

Supply Chain Key Performance Indicators Analysis

Supply Chain Key Performance Indicators Analysis Supply Chain Key Performance Indicators Analysis Dr. Hanaa El Sayed Assistant Professor of Logistics and Supply Chain Management, Amity University, Dubai, UAE ABSTRACT Supply chains are fluid and are continuously

More information

Supply chain maturity study Comparator report HSCNI

Supply chain maturity study Comparator report HSCNI Supply chain maturity study Comparator report HSCNI November 21 Supply chain maturity comparator study Contents Page Introduction Results summary Supply chain strategy Supplier relationship management

More information

Sample Personal Profiles for CVs Handout

Sample Personal Profiles for CVs Handout Sample Personal Profiles for CVs Handout To arrange to have your CV/Application form reviewed please contact Caroline Kennedy Careers & Opportunities Officer Email: ckennedy@ncirl.ie Telephone: 4498526

More information

The Balanced Scorecard (BSC) John Gedeon University Office of Planning & Development November 25, 2011

The Balanced Scorecard (BSC) John Gedeon University Office of Planning & Development November 25, 2011 The Balanced Scorecard (BSC) John Gedeon University Office of Planning & Development November 25, 2011 Introduction Objective: To understand the need for, operation of, and benefits of the BSC in the UWI

More information

Creating Supply Chain Resilience Through Agile Six Sigma By Professor Martin Christopher & Christine Rutherford

Creating Supply Chain Resilience Through Agile Six Sigma By Professor Martin Christopher & Christine Rutherford June - August 2004 Creating Supply Chain Resilience Through Agile Six Sigma By Professor Martin Christopher & Christine Rutherford Today s global supply chains are, in effect, highly complex networks.

More information

1. LEADERSHIP 90 INFORMATION & ANALYSIS STRATEGIC QUALITY PLANNING 4. HUMAN RESOURCE DEVELOPMENT & MANAGEMENT 150

1. LEADERSHIP 90 INFORMATION & ANALYSIS STRATEGIC QUALITY PLANNING 4. HUMAN RESOURCE DEVELOPMENT & MANAGEMENT 150 MANAGEMENT EFFECTIVENESS If you are interested in achieving quality management, service excellence and customer satisfaction, this is the audit used by Ritz Carlton to earn the national quality award.

More information

Performance Management Framework: Supporting HR decision making through BI

Performance Management Framework: Supporting HR decision making through BI Performance Management Framework: Supporting HR decision making through BI THINK.CHANGE.DO Martin Hanlon, Director Planning and Quality Beverley Bosman, Deputy Director Human Resources 1 Outline 1. Challenges

More information

Ensuring Optimal Governance and Relationship Management Between Parties

Ensuring Optimal Governance and Relationship Management Between Parties Ensuring Optimal Governance and Relationship Management Between Parties 16 th October 2012 Noel Cullen Head of Sourcing, Financial Services Who KPMG Financial Services sourcing are The FS sourcing team

More information

When being a good lawyer is not enough: Understanding how In-house lawyers really create value

When being a good lawyer is not enough: Understanding how In-house lawyers really create value When being a good lawyer is not enough: Understanding how In-house lawyers really create value Contents Foreword... 3 Do you really understand how In-house lawyers create value?... 4 Why creating value

More information

Confident in our Future, Risk Management Policy Statement and Strategy

Confident in our Future, Risk Management Policy Statement and Strategy Confident in our Future, Risk Management Policy Statement and Strategy Risk Management Policy Statement Introduction Risk management aims to maximise opportunities and minimise exposure to ensure the residents

More information

SUCCESSFUL INTERFACE RISK MANAGEMENT FROM BLAME CULTURE TO JOINT ACTION

SUCCESSFUL INTERFACE RISK MANAGEMENT FROM BLAME CULTURE TO JOINT ACTION SUCCESSFUL INTERFACE RISK MANAGEMENT FROM BLAME CULTURE TO JOINT ACTION SUMMARY Axel Kappeler, Principal James Catmur, Director Interfaces are important because they are everywhere. However, interfaces

More information

WORKGROUP-LEVEL OVERVIEW. Learning Objectives Upon completion of this session, you will be able to:

WORKGROUP-LEVEL OVERVIEW. Learning Objectives Upon completion of this session, you will be able to: WORKGROUP-LEVEL OVERVIEW Performance Scorecards provide an organized, proven method of defining key business outcomes and data, and should be an integral part of your planning process. Included with this

More information

Supply Chain Alignment Assessment: A Road Map

Supply Chain Alignment Assessment: A Road Map Supply Chain Alignment Assessment: A Road Map By Will Scott waersystems.com info@waersystems.com Supply Chain Alignment Assessment: A Road Map Table of Contents PAGE Part I Supply Chain: A Definition 1

More information

Location of the job: CFO Revenue Assurance

Location of the job: CFO Revenue Assurance JOB PROFILE Title of position: Manager: Revenue Assurance Operations Number of subordinates: 5-10 Location of the job: CFO Revenue Assurance Level: 3 Position Code: Time span: 2-3 years Key Performance

More information

London School of Business Finance ONLINE. Global MBA online

London School of Business Finance ONLINE. Global MBA online London School of Business Finance ONLINE Global MBA online Study a dual MBA programme from two UK and US business schools: London School of Business & Finance (LSBF) and Concordia University, St. Paul.

More information

and PhD levels as well as executive and other post experience programmes

and PhD levels as well as executive and other post experience programmes INTRODUCING CBS Copenhagen Business School Copenhagen Business School (CBS) was established in 1917 and became integrated as an institution of higher education in the Danish education system in 1965. Today

More information

One Solution for all of your Global Financial Reporting Issues By Nolan Business Solutions

One Solution for all of your Global Financial Reporting Issues By Nolan Business Solutions One Solution for all of your Global Financial Reporting Issues By Nolan Business Solutions Introduction With the emergence of digital technology and the opening up of the world economy, the world is becoming

More information

It s not just about the environment

It s not just about the environment Supply Chain Consultancy It s not just about the environment Sustainable Supply Chains Paul Goose discusses the need to take a wider, more integrated view of operations to ensure long term growth. A great

More information

ramyam E x p e r i e n c e Y o u r C u s t o m e r s D e l i g h t Ramyam is a Customer Experience Management Company Intelligence Lab

ramyam E x p e r i e n c e Y o u r C u s t o m e r s D e l i g h t Ramyam is a Customer Experience Management Company Intelligence Lab ramyam Intelligence Lab E x p e r i e n c e Y o u r C u s t o m e r s D e l i g h t Ramyam is a Customer Experience Management Company enliven CEM An enterprise grade Customer Experience Management Solu

More information

EASA business process management and ISO9001:2008 certification: Towards a success story

EASA business process management and ISO9001:2008 certification: Towards a success story EASA business process management and ISO9001:2008 certification: Towards a success story Véronique MAGNIER Head of Internal Audit and Quality Department European Aviation Safety Agency (EASA) 8 June 2011

More information

Job Grade: Band 5. Job Reference Number:

Job Grade: Band 5. Job Reference Number: Job Title: Business Analyst Job Grade: Band 5 Directorate: Job Reference Number: People and Transformation P01216 The Role: This is a challenging role working with and across all services to support the

More information

Benchmarking the Perfect Order: A Comprehensive Analysis of the Perfect Order in the Retail Industry. 2005 Report GEORGIA SOUTHERN

Benchmarking the Perfect Order: A Comprehensive Analysis of the Perfect Order in the Retail Industry. 2005 Report GEORGIA SOUTHERN Benchmarking the Perfect Order: A Comprehensive Analysis of the Perfect Order in the Retail Industry 2005 Report GEORGIA SOUTHERN Table of Contents Introduction...3 What is a Perfect Order?...3 Measuring

More information

HR challenges and opportunities: What s next for HR (and leadership) CIPD Master s Class Scotland

HR challenges and opportunities: What s next for HR (and leadership) CIPD Master s Class Scotland 1 HR challenges and opportunities: What s next for HR (and leadership) CIPD Master s Class Scotland March 2008 Dave Ulrich, Professor, University of Michigan Partner, The RBL Group (www.rbl.net) dou@umich.edu

More information

OUR VALUES & COMPETENCY FRAMEWORK

OUR VALUES & COMPETENCY FRAMEWORK OUR VALUES & COMPETENCY FRAMEWORK Introduction Below you will find the PPF s values and details of our key generic competencies and competency levels. You ll find details of the competency levels required

More information

Role Description Director, Customer Experience

Role Description Director, Customer Experience Role Description Director, Customer Experience Classification/Grade/Band Band 1 Senior Executive Work Level Standards ANZSCO Code PCAT Code Date of Approval Work Contribution Stream: Service/Operational

More information

2013 HSC Business Studies Marking Guidelines

2013 HSC Business Studies Marking Guidelines 2013 HSC Business Studies Marking Guidelines Section I Multiple-choice Answer Key Question Answer 1 D 2 B 3 C 4 A 5 A 6 B 7 D 8 D 9 C 10 D 11 B 12 C 13 C 14 D 15 A 16 A 17 B 18 A 19 D 20 C 1 Section II

More information

Successful Leadership Styles

Successful Leadership Styles WHITE PAPER JULY 2013 Successful Leadership Styles One style does not fit all BY PRAVESH MEHRA, BUSINESS & PROFESSIONAL SERVICES PRACTICE GLOBAL LEADER JAMES THOMPSON, PH.D, BUSINESS PSYCHOLOGIST, SOMERVILLE

More information

WHAT MAKES AN INTELLIGENT CLIENT? SUMMARY

WHAT MAKES AN INTELLIGENT CLIENT? SUMMARY WHAT MAKES AN INTELLIGENT CLIENT? Report of seminar 166 held on 16th November 2011 at the Institution of Civil Engineers, 1 Great George Street, London SUMMARY v KEY CONCLUSIONS KEY CONCLUSIONS Leaders

More information