Managing Monopolies and Single Source Suppliers

Size: px
Start display at page:

Download "Managing Monopolies and Single Source Suppliers"

Transcription

1 Managing Monopolies and Single Source Suppliers Associate Trainer Anil Joshi Director NEVI Purspective ITIDA International

2 Ok, who is NEVI Purspective Offices worldwide Offices to be opened in 2013 Offices in The Netherlands, UK (London), Austria (Vienna) PR China (Shanghai) and Brasil (Sao Paolo) 100 % subsidiary of the Dutch Purchasing Management Association

3 International Customers Service Providers FMCG & Retail Pharma & Chemical Electronics & Production THE NETHERLANDS CHINA BRASIL AUSTRIA THE UNITED KINGDOM 3

4 And who is Anil Joshi Services Keynote speaker Change manager Trainer Conference facilitator Executive coach Talent scout. Themes Strategy Leadership Relationship management Category strategy Account management Negotiations Customer days Supplier days. A privilege to support clients in 26 countries Even when you do nothing Do it with INTENSITY

5 Some opening thoughts Monopolies are inherently dysfunctional because innovation is stifled. Eventually other forces will destroy a monopoly, just as railroad and steel monopolies were destroyed. Robert Porter Lynch (2005)

6 Future success factors Source: Prof. R. Monczka/AT Kearney

7 Value in relationship management Phase 1 Phase 2 Phase 3 Phase 4 High Competitive Management Support Price Cost Product/ Service/ Process Value Chain 20% 10% 5% Cost Advantages Low Low Competency of Purchasing High

8 What is a monopoly? What is a single source? Is there a difference?

9

10 Level of involvement with supplier/customer Simple Complex Relationship Development Model Single deal based Competitive When I win, you lose! Transactional When the price is right! Value generation based Co-operative We need eachother Collaborative We are business partners! Transactional Collaborative Nature of supplier/customer relationship Adapted from: Malcolm McDonald, Cranfield Univeristy Where are you...?

11 Attractivity is essential

12 Suppliers are Rational, max. Economic Value To whom we bring innovation: To those who can benefit more and are not too hard on negotiations Suppliers estimate value for customers: Sometimes they do not know how

13 but people working in suppliers are human We tend to do business with people that we like How do your suppliers view you? OR

14 Kraljic-model & Bensaou-model Kraljic (1983, Harvard Business Review) Bensaou (1999, Sloan Management Review)

15 Drivers of dependency Buyer dependency - Effort ( trouble and expense ) needed to switch suppliers for certain commodities - Extent to which there are enough potential suppliers to ensure competition with the current supplier in the long run - Availability of alternative sources of supply (short-term) - Amount of relationship specific investments by Buyer (tangible (e.g. facilities) as well as intangible (e.g. knowledge of each other s company and dedicated persons) investments) - Percentage of commodity requirements procured from a particular supplier Supplier dependency - Amount of relationship specific investments by the supplier (tangible (e.g. facilities) as well as intangible (e.g. knowledge of each other s company and dedicated persons) investments) - The extent to which the supplier would face a financial crisis if the buyer would withdraw its business - Percentage of supplier s total revenues sold to the buyer - Total business volume of the business relationship (in mln euro) Gulati & Sytch (2007, Administrative Science Quarterly)

16 Portfolio Management Evalueer de impact van de leverancier op uw strategie ontwikkeling EXPLOITEERBAAR Ongunstige relatie Bekijk de machtsverhoudingen Overweeg andere bronnen VERWAARLOOSBAAR Mismatch Accepteer korte termijn Verander van leverancier KERN Gezonde positie Verbeter de eigen winst ONTWIKKELING Leveranciers-ontwikkeling methodes Moedig deelname aan Relatieve omzet EXPLOITEERBAAR Voorzichtig Ontwikkel wederzijdse afhankelijkheid Zoek competitie NUISANCE Zeer hoog risico Zoek competitie Verhoog aantrekkelijkheid KERN Goede match Potentiële lange termijnsrelatie ONTWIKKELING Potentiële match Werk nauw samen om de business te ontwikkelen Relatieve kosten Aantrekkelijkheid van u als klant EXPLOITEERBAAR Gemiddeld risico Houd de prijsontwikkeling in de gaten Zoek alternatieven KERN Sterke positie Behoud relatie Bied andere mogelijkheden aan Leverancier risico EXPLOITEERBAAR Gemiddeld kostenrisico Houd prijs en service goed in de gaten Verander van leverancier KERN Goede match Intensiveer relatie Behoud lange termijn relatie VERWAARLOOSBAAR Mogelijke mismatch Passieve relatie Zoek alternatieve leverancier ONTWIKKELING Veel interesse van leverancier Zorg voor incentives Ontwikkel wederzijdse afhankelijkheid VERWAARLOOSBAAR Hoog service risico Verander van leverancier Zorg voor drijfveren ONTWIKKELING Potentieel risico Ontwikkel wederzijdse afhankelijkheid Zorg voor drijfveren

17 Gedifferentieerde Leveranciers Relaties Routine-Hefboom-Bottleneck-Strategisch Belang voor de eigen organisatie hoog Voorkeur Commercieel Partner Beperkte Collaboratie laag hoog Belang voor de leverancier Verwaarloos-Exploiteer-Ontwikkeling-Kern Gebruik de aantrekkelijkheid / waarde matrix om het belang van beide organisaties te bepalen Betrek gedifferentieerde leveranciers relaties in je artikel groep strategie Een partner relatie vereist gezamenlijke inspanningen en opbrengsten

18 Supplier Relationship Behavior differ Information sharing / communication Alignment of goals Engineering / user involvement Supplier Involvement Purchasing focus Strategic Cost Management Joint process mapping Performance metrics Joint problem solving Buyer / supplier commitment Time frame

19 Use this questionnaire Supplier Relationships Behavior Questionnaire In order to fill out below questionnaire we kindly ask you to keep in mind a specific business relationship. The other party could either be one where you believe a close relationship already exists or one where you believe it is important to your business and where you should perhaps improve this relationship. There are two steps in this exercise. 1. Score the eleven questions for the relationship you are focusing on during this training. Be honest with yourself and don t indulge in wishful thinking. 2. Collect the answers and use the results to determine the intensity of the relationship. STEP 1: Answer the eleven questions below for the relationship you have in mind. Again we stress, be honest and don t indulge in wishful thinking. For each question, select the answer (a, b, c or d) which most accurately describes the actual status of your selected relationship. 1. Information sharing/communication: a Fully integrated (systems, schedules, inventory, EDI, etc.) b Co-operative on selected issues c Co-operative and inclusive of budget objectives d Limited, usually one way; specific to requirements 2. Alignment of goals: a Cost/Profit goals emerging b Total alignment; strategic planning coordinated c Alignment of goals and philosophy d Occasionally coordinated: capability to meet specific needs 3. Engineering/user involvement: a Ongoing team member, involved in total process b Requirements definition/specs; ad hoc team player c Design team member, dissolves after implementation d Systematic/continuous 4. Supplier involvement: a Ongoing team member, involved in total process b Reactive; negotiated price and T & C c Systematic/continuous d Design team member, dissolves after implementation 5. Purchasing focus: a Ad hoc team leader; commercial input, design team member facilitates coordinated implementation b Assure timely supply c Systematic/continuous d Ongoing team member, involved in total process 6. Strategic cost management: a Cost drivers of sub-processes understood b Total system cost quantified and cost drivers determined c Price comparison may include elements of quality and service d Supply/value chain cost drivers of sub-processes managed 7. Joint process mapping: a None to limited b Supply value chain processes evaluated and optimized c Detailed mapping of joint processes eliminate duplication d Customer/supplier processes mapped to eliminate non-value add 8. Performance metrics: a Business decisions driven by ongoing review of measures b Measures for cost profitability, quality; reactive performance c Subjective, limited d Measures for cost, profitability, quality exist with B-I-C targets 9. Joint problem solving: a Suppliers solve problems to gain or maintain acceptance; minimum input to customer problems b Pro-active ongoing approach to mutual problem solving c Equal responsibility for problem solving d Fact-based solving of mutual problems 10. Buyer/supplier commitment: a Single source or very limited supply base b Several suppliers, some restriction; limited suppliers, some quality ranking c Multiple suppliers d Committed to single source of very limited supply base 11. Time frame: a Spot buy, usually </= 1 year b Open ended c > 1 year < 3 years d Per ongoing reviews STEP 2: Collect the previous answers and circle per question your answer (a, b, c or d). Be careful and note that the order of the answers varies for each line in the table. Determine the relationship intensity profile by connecting the circles and count the number of answers you gave in each column. Element Commercial Supplier Limited Collaboration Preferred Supplier Supplier Partnership Information sharing / d b c a communication Alignment of goals d a c b Engineering/user b c a d involvement Supplier involvement b d a c Purchasing focus b a d c Strategic cost c b a d management Joint process mapping a c d b Performance metrics c b d a Joint problem solving a d b c Buyer/supplier c b a d commitment Time frame a c d b Total of column

20 Supplier Account Plan de basis

21 Supplier Account Plan de basis SUPPLIER ACCOUNT BUSINESS PLAN for (SUPPLIER NAME) Supplier/Client Logo Here [CORPORATE ADDRESS] Table of Contents Submitted by: Table of Contents... 2 Document Objective... 3 Account Profile... 3 Value Proposition... 7 Account Strategy... 8 Account Plan... 9 Supplier Account Manager Name of Supplier Account Management Team Your Logo Here [Date] [Company Name] Confidential File: Name of Supplier Account Team Strategic Account Business Plan.doc Date Published: [mm/dd/yy] Itida International BV Anil Joshi Web: [Company Name] Confidential Page 2 6/28/2012 Itida International BV Anil Joshi Web:

22 Stakeholder engagement plan Is there anything missing?

23 Attractivity building blocks Expected Economic Value Increasing comfort level of supplier Managing the misalignment Managing the perceptions Document

24 Supplier Relationship Management Assessments Module THE NETHERLANDS CHINA BRASIL AUSTRIA THE UNITED KINGDOM

25 Attractivity Building Blocks EXPECTED VALUE INCREASED VOLUME TOTAL COSTS INNOVATION COMFORT TRUST COMMUNICATION TRANSPARENCY ALIGNMENT STRATEGY PERCEPTIONS ATTITUDE OPERATIONS STRUCTURE INTEGRATION JOINT PROGRAMS CONTINUITY THE NETHERLANDS CHINA BRASIL AUSTRIA THE UNITED KINGDOM

26 Assessment In order to assess the attractivity of your organization as a customer for this supplier: - Indicate for each of the subelements of each building block the impact on your attractivity. For each subelement some examples are given to support the thinking process - Discuss these findings in your team and define an attractivity score for each building block - Determine the overall level of attractivity of your organization as a customer for this supplier and note the top 10 reasons that support your findings THE NETHERLANDS CHINA BRASIL AUSTRIA THE UNITED KINGDOM

27 Expected Value Increased Volume New markets High volumes Long term commitments Sole supplier Margin Total Costs Joint improvement plans TCO knowledge Optimised supply chain Innovation Access to technology/knowledge Willingness to share Alignment of roadmaps Joint development ESI Risk sharing EXPECTED VALUE INCREASED VOLUME TOTAL COSTS INNOVATION THE NETHERLANDS CHINA BRASIL AUSTRIA THE UNITED KINGDOM

28 Comfort Trust Ethical behaviour Knowledge sharing Previous experiences Not inclined to rebid Prepared to listen Communication Cross-organizational & cross-functional teams Open communication Structured communication Open for feedback Atmosphere in communication Transparency Clear communication matrix Strategic Alignment Alignment of roadmaps COMFORT TRUST COMMUNICATION TRANSPARENCY THE NETHERLANDS CHINA BRASIL AUSTRIA THE UNITED KINGDOM

29 Alignment Strategy Alignment of vision Alignment on size and ambitions Top level commitment Shared end-users Perceptions Existing biases / misperceptions Feedback based on facts Attitude Power balance Professional attitude Payment attitude Win-win relationship as focus Operations Joint operational controls Use of existing systems ALIGNMENT STRATEGY PERCEPTIONS ATTITUDE OPERATIONS THE NETHERLANDS CHINA BRASIL AUSTRIA THE UNITED KINGDOM

30 Structure Integration Integration in Order Fulfillment process Integration in Product Creation process Joint Programs Development programs Marketing programs Supply Chain optimization programs Cost reduction Continuity Structural communication platforms Crossfunctional teams STRUCTURE INTEGRATION JOINT PROGRAMS CONTINUITY THE NETHERLANDS CHINA BRASIL AUSTRIA THE UNITED KINGDOM

31 Assesment Conclusion - Agree on your attractiveness as a customer for this supplier - Determine the strategy (collaborate vs compete) - Align vision and discuss follow-up THE NETHERLANDS CHINA BRASIL AUSTRIA THE UNITED KINGDOM

32 Summarizing the approach and tools Assess the type of relationship Where should it go? Assess dependency Differentiated approach to supplier Supplier account plan Attractivity building blocks analysis / workshop Profiling Follow through

33 Thank You Stay in Touch

Designing & Implement a Value Based Global Pricing Strategy (2 Day Workshop)

Designing & Implement a Value Based Global Pricing Strategy (2 Day Workshop) Breaks: 15 Minutes each, mornings and afternoons Lunch provided each day: Keynote Speaker(s) day one Day 1 Value Based Pricing Introduction & Workshop Structure Short introduction by Mike Calogridis &

More information

Customer-Supplier Partnerships. Presented by: Sherry R. Gordon, President Value Chain Group LLC

Customer-Supplier Partnerships. Presented by: Sherry R. Gordon, President Value Chain Group LLC Customer-Supplier Partnerships Presented by: Sherry R. Gordon, President Value Chain Group LLC 4/10/2015 Agenda The business case for customersupplier partnerships Are you ready to partner? The business

More information

Creating Powerful Brands. Malcolm McDonald and Leslie de Chernatony. Theme of the Book

Creating Powerful Brands. Malcolm McDonald and Leslie de Chernatony. Theme of the Book Malcolm McDonald and Leslie de Chernatony Butterworth Heinemann, September 2003, 496 pages ISBN 0750659807 Theme of the Book A thorough and practical analysis of the essential elements of branding, giving

More information

Private Equity Survey 2011

Private Equity Survey 2011 Private Equity Survey 2011 Success of portfolio companies through quality of management and organization. Herman D. Koning Ron Jansen February 9, 2011 1 This afternoon 14.30 Reception 15.00 Welcome by

More information

BPR AND PERFORMANCE MEASUREMENT

BPR AND PERFORMANCE MEASUREMENT BPR AND PERFORMANCE MEASUREMENT Business Process Reengineering by Lampathaki F., Koussouris S., Psarras J. Performance A performance measurement is a comparison of actual returns against a pre-specified

More information

ICAAP of SNS Bank. Arno van Eekelen Senior Consultant SNS Bank Global Association of Risk Professionals. June 2014

ICAAP of SNS Bank. Arno van Eekelen Senior Consultant SNS Bank Global Association of Risk Professionals. June 2014 ICAAP of SNS Bank Arno van Eekelen Senior Consultant SNS Bank Global Association of Risk Professionals June 2014 Table of contents 1. SNS REAAL 2. ICAAP a) Basic elements and environment b) ICAAP stages

More information

ISACA Roundtable. Cobit and Grab@Pizza 7 september 2015

ISACA Roundtable. Cobit and Grab@Pizza 7 september 2015 1 ISACA Roundtable 7 september 2015 ISACA Roundtable Cobit and Grab@Pizza 7 september 2015 2015 KPN Corporate Market B.V. ISACA, is a registered trademark of the Information Systems Audit and Control Association

More information

A Best-Practice Approach to Transforming Global Supply Chains

A Best-Practice Approach to Transforming Global Supply Chains A Best-Practice Approach to Transforming Global Supply Chains Ralph G. Kauffman, Associate Professor University of Houston-Downtown, Houston, TX 77002, 713-221-8962 kauffmanr@uhd.edu Thomas A. Crimi, Category

More information

Webinar: Defining and Implementing Effective Sourcing Strategies

Webinar: Defining and Implementing Effective Sourcing Strategies Webinar: Defining and Implementing Effective Sourcing Strategies Lew R. Roberts Adjunct Faculty, Gordon Institute of Business Science Lecturer and Consultant, Georgia Tech Supply Chain and Logistics Institute

More information

Finding the Supply Chain Carbon Lever

Finding the Supply Chain Carbon Lever Finding the Supply Chain Carbon Lever Workshop Summary May 13, 2013 Key takeaways Major themes across the discussions in the room and over lunch focused on the following: Supply chain offers one of the

More information

Sourcing and Managing Marketing Agency Spend

Sourcing 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 information

BENCHMARKING BUSINESS RELATIONSHIP MANAGEMENT. Benchmarking Business Relationship Management The Four Faces of Building Value with Major Suppliers

BENCHMARKING BUSINESS RELATIONSHIP MANAGEMENT. Benchmarking Business Relationship Management The Four Faces of Building Value with Major Suppliers Benchmarking Business Relationship Management The Four Faces of Building Value with Major Suppliers Benchmarking best practice... central to emerging next practice Leaders of the International Procurement

More information

Even their body language is retail! They re head and shoulders above other training companies

Even their body language is retail! They re head and shoulders above other training companies Negotiation skills First Friday is a leading provider of training & development and change management services with a portfolio of 100+ clients across the UK, Europe and South Africa. Our team is unique;

More information

Information Security Governance

Information Security Governance Information Security Governance Aart Bitter Aart.Bitter@information-security-governance.com Agenda Governance & Compliance Information Security Governance Aanpak om information security governance in organisaties

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

Call Center Optimization. Utility retail competition is about customer satisfaction, and not just retail prices

Call Center Optimization. Utility retail competition is about customer satisfaction, and not just retail prices Energy, Utilities and Chemicals the way we see it Call Center Optimization Utility retail competition is about customer satisfaction, and not just retail prices Customers critical awareness; emancipation

More information

Risks are Key, Processes Follow. Michiel Schuijt Chief Risk Officer, Mn Services

Risks are Key, Processes Follow. Michiel Schuijt Chief Risk Officer, Mn Services Risks are Key, Processes Follow Michiel Schuijt Chief Risk Officer, Mn Services Mn Services & Our Risk Management Philosophy 8 June 2011 ProcessWorld 2011 2 Pension Companies in the Netherlands APG Groep

More information

The Johns Hopkins University Human Resources Competency Dictionary

The Johns Hopkins University Human Resources Competency Dictionary The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision

More information

Development of Frameworks for Vendor Base Rationalization and Impact of this on Supplier Relationship: A study of Indian Manufacturing Sector

Development of Frameworks for Vendor Base Rationalization and Impact of this on Supplier Relationship: A study of Indian Manufacturing Sector Development of Frameworks for Vendor Base Rationalization and Impact of this on Supplier Relationship: A study of Indian Manufacturing Sector Priyanka Verma, Assistant Professor Vellanki Sriharsha, PGDIE

More information

Strategic Key Account Management

Strategic Key Account Management Strategic Key Account Management Page 1 How Economic and Technological Changes Have Made Key Account Management a Strategic Imperative In the 1970s, companies like Xerox and IBM started to address their

More information

10 Fundamental Strategies and Best Practices of Supply Chain Organizations

10 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 information

Reputational risk: A risk management framework

Reputational risk: A risk management framework Reputational risk: A risk management framework Kasper Nielsen Executive Partner, Reputation Institute John Ludlow Deputy Chair, Airmic Tom Hoad Enterprise Risk Underwriter, Tokio Marine Kiln Wednesday

More information

UvA college Governance and Portfolio Management

UvA college Governance and Portfolio Management UvA college Han Verniers Principal Consultant Han.Verniers@LogicaCMG.com Programma Governance IT Governance, wat is dat? Governance: structuren, processen, instrumenten Portfolio Management Portfolio Management,

More information

Effective Supplier Relationship Management

Effective Supplier Relationship Management Northeast Supply Chain Conference Effective Supplier Relationship Management Joseph C. Black Director, Corporate Administrative Services Expense Management Solutions, Inc. Presentation Outline Importance

More information

Overview MBA Programme Courses 2015-2016

Overview MBA Programme Courses 2015-2016 Overview MBA Programme Courses 2015-2016 copyright 2016 Stichting Hotelschool The Hague, The Netherlands All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,

More information

Duurzaam Supply Management

Duurzaam Supply Management Duurzaam Supply Management Risico s en kansen NEVI Inkoopdag 24 juni 2014 Programma FIRA: De 3 minuten van de sponsor Opwarmen, wat is MVO/MVI eigenlijk? ING: De uitdaging van transparantie Vragen en discussie

More information

Driving Supplier Performance Improvement:

Driving Supplier Performance Improvement: Driving Supplier Performance Improvement: Using established HR techniques and on-line tools to enhance supplier performance management. Although supplier performance management can be complex and time

More information

Self-Assessment A Product Audit Are You Happy with Your Product Results

Self-Assessment A Product Audit Are You Happy with Your Product Results Self-Assessment A Product Audit Are You Happy with Your Product Results When was the last time you really assessed your products and your organization s ability to create and deliver them to the marketplace?

More information

Leadership Development Handbook

Leadership Development Handbook Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help

More information

Corporate Social Responsibility Policy

Corporate Social Responsibility Policy Corporate Social Responsibility Policy 2 Content 1 Motivation 3 1.1 What do we want to achieve? 3 2 Definition and policy 4 2.1 What is our ambition 4 2.2 Stakeholders 4 3 Delineation and scope 5 4 Ambitions

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

Control and Synergies in the Outsourced Supply Chain -

Control and Synergies in the Outsourced Supply Chain - Control and Synergies in the Outsourced Supply Chain - Recommendations for how to improve and organize Tetra Pak s supply chain. CLARA CARLSSON & JOHAN RASMUSSON 2005-01-17 Lund Institute of Technology,

More information

Software Licensing and Pricing Best Practices. Stewart Buchanan June 3, 2009 Gartner Webinar

Software Licensing and Pricing Best Practices. Stewart Buchanan June 3, 2009 Gartner Webinar Software Licensing and Pricing Best Practices Stewart Buchanan June 3, 2009 Gartner Webinar How to Participate Today Audio Announcement You have joined the audio muted using your computer s speaker system

More information

Supply Chain Strategy. Edition 01-2014

Supply Chain Strategy. Edition 01-2014 Supply Chain Strategy Edition 01-2014 Contents Executive Summary Mutual Benefits of the Supply Chain 01 04 Subcontractor Relations Guidelines 05 Levels of Engagement 07 Introduction Tiered Supply The Chain

More information

January 2016. Communications Manager: Information for Candidates

January 2016. Communications Manager: Information for Candidates January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The

More information

Kantoor of Koffiebar. Alain Swolfs Market Unit Leader Banking & Insurance alain.swolfs@capgemini.com

Kantoor of Koffiebar. Alain Swolfs Market Unit Leader Banking & Insurance alain.swolfs@capgemini.com Kantoor of Koffiebar Alain Swolfs Market Unit Leader Banking & Insurance alain.swolfs@capgemini.com Bessenveldstraat Brussels, Belgium Mobile:+32 (0)494 32 13 85 North America 10,384 UK & Ireland 8,766

More information

Overview of Future Purchasing s fundamental and advanced training workshops...

Overview 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 information

David Wohler. Vice President of Global Sourcing and Real Estate - Covidien

David 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 information

+ Even voorstellen Barry Derksen, Directeur BITTI B.V., Bedrijf met 10 toppers op : benchmark, advies, audit en interim/ project management

+ Even voorstellen Barry Derksen, Directeur BITTI B.V., Bedrijf met 10 toppers op : benchmark, advies, audit en interim/ project management Business & IT alignment ABC...van WORST practices! Barry Derksen + Even voorstellen Barry Derksen, Directeur BITTI B.V., Bedrijf met 10 toppers op : benchmark, advies, audit en interim/ project management

More information

Consulting Training Coaching Team building Authoring

Consulting Training Coaching Team building Authoring Consulting Training Coaching Team building Authoring www.york-associates.co.uk www.york-associates.co.uk 1 Who we are Established in 1980, York Associates is a leading provider of international team and

More information

Reputation and the Board. Guidance for PR Consultants and Board Directors

Reputation and the Board. Guidance for PR Consultants and Board Directors Reputation and the Board Guidance for PR Consultants and Board Directors Contents Foreword... 3 About This Guidance... 4 What is Reputation?... 4 Why is Reputation Important?... 4 Reputation: A Board s

More information

Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists

Cost 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 information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the

More information

Duurzaam Supply Management

Duurzaam Supply Management Duurzaam Supply Management Risico s en kansen NEVI Inkoopdag 24 juni 2014 Programma FIRA: De 3 minuten van de sponsor Opwarmen, wat is MVO/MVI eigenlijk? ING: De uitdaging van transparantie Vragen en discussie

More information

Procurement Capability Standards

Procurement Capability Standards IPAA PROFESSIONAL CAPABILITIES PROJECT Procurement Capability Standards Definition Professional Role Procurement is the process of acquiring goods and/or services. It can include: identifying a procurement

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

IT Risk Closing the Gap

IT Risk Closing the Gap IT Risk Closing the Gap Giving the Board what it needs to understand, manage and challenge IT risk PWC Contents Foreword 1 Executive summary 3 Survey findings Does the Board fully understand the impact

More information

Self assessment tool. The Leadership Framework. Leadership Academy

Self assessment tool. The Leadership Framework. Leadership Academy The Leadership Framework Self assessment tool Leadership in the health and care services is about delivering high quality services to patients by: demonstrating personal qualities working with others managing

More information

CIPS POSITIONS ON PRACTICE PURCHASING AND SUPPLY MANAGEMENT: SUPPLIER RELATIONSHIP MANAGEMENT

CIPS POSITIONS ON PRACTICE PURCHASING AND SUPPLY MANAGEMENT: SUPPLIER RELATIONSHIP MANAGEMENT CIPS POSITIONS ON PRACTICE PURCHASING AND SUPPLY MANAGEMENT: SUPPLIER RELATIONSHIP MANAGEMENT INTRODUCTION The CIPS' practice documents are written as a statement in time. They are a collection of views

More information

UC San Diego Commodity Strategy and Spend Analysis

UC San Diego Commodity Strategy and Spend Analysis UC San Diego Commodity Strategy and Spend Analysis October 6, 2008 Gayle Ta and Bob Neuhard Topics Commodity Strategy Commodity Analysis Strategy Development Key Performance Indicators and Metrics Executive

More information

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus Eight Leadership Principles for a Winning Organization Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing

More information

Supplier Relationship Management (SRM) in Supply Chain Context for the Industry

Supplier 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 information

Organizational Change Management: Effective Strategies to Drive Implementation Success

Organizational Change Management: Effective Strategies to Drive Implementation Success BEST PRACTICES SURVEY: AGGREGATE FINDINGS REPORT Organizational Change Management: Effective Strategies to Drive Implementation Success November 2007 Table Of Contents Program Background and Study Objectives...

More information

Sales Performance Improvement

Sales Performance Improvement Sales Performance Improvement The CappcoPartners team manage and improve revenue generation processes by fine tuning the value proposition, implementing demand creation campaigns which drive quality leads

More information

Achieving Competitive Advantage Through Supply Chain Excellence. Jim Webb, Senior Vice President of Operations, Provista

Achieving Competitive Advantage Through Supply Chain Excellence. Jim Webb, Senior Vice President of Operations, Provista Achieving Competitive Advantage Through Supply Chain Excellence Jim Webb, Senior Vice President of Operations, Provista Presentation objectives Competitive Forces Sources of Competitive Advantage Focus

More information

BE 2015 A BUSINESS EXCELLENCE INITIATIVE EXCELLENCE IN CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE

BE 2015 A BUSINESS EXCELLENCE INITIATIVE EXCELLENCE IN CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE BE 2015 A BUSINESS EXCELLENCE INITIATIVE 2015 CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE BE 2015 Self Assessment Guidelines l l l l l l The Criterion contains questions on the Processes and Results.

More information

IS YOUR IT SERVICE PROVIDER A VENDOR OR A PARTNER? by Jake Sollberger

IS YOUR IT SERVICE PROVIDER A VENDOR OR A PARTNER? by Jake Sollberger IS YOUR IT SERVICE PROVIDER A VENDOR OR A PARTNER? by Jake Sollberger What kind of relationship do you have with your IT service providers? Many organizations make the mistake of choosing an IT service

More information

Global Financial Services Conference 2013

Global Financial Services Conference 2013 Global Financial Services Conference 2013 Engagement at ING: how to maintain high levels of employee engagement in a totally transformed bank Sarah Keizer, ING Yves Duhaldeborde, Towers Watson Thursday

More information

The CFO leads cultural transformation and acts as a guiding light for the whole organization.

The CFO leads cultural transformation and acts as a guiding light for the whole organization. TELSTRA CASE STUDY The CFO leads cultural transformation and acts as a guiding light for the whole organization. I set out to transform the Finance Group into a support group that would create new value,

More information

Customer Relationship Management: Perspectives from the Market Place Simon Knox, Stan Maklan, Adrian Payne, Joe Peppard, Lynette Ryals

Customer Relationship Management: Perspectives from the Market Place Simon Knox, Stan Maklan, Adrian Payne, Joe Peppard, Lynette Ryals Customer Relationship Management: Perspectives from the Market Place Simon Knox, Stan Maklan, Adrian Payne, Joe Peppard, Lynette Ryals Butterworth Heinemann 2003 ISBN:0750656778, 290 pages Theme of the

More information

The Customer Relationship Management Process

The 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 information

Today s Ecommerce Talent. The changing nature of the ecommerce and multichannel talent pool in the UK

Today s Ecommerce Talent. The changing nature of the ecommerce and multichannel talent pool in the UK Today s Ecommerce Talent The changing nature of the ecommerce and multichannel talent pool in the UK Multichannel is now a way of life for many retail businesses. With that shift in the business model,

More information

SUPPLY CHAIN MANAGEMENT

SUPPLY CHAIN MANAGEMENT SUPPLY CHAIN MANAGEMENT Processes, Partnerships, Performance Third Edition Douglas M. Lambert, Editor Fisher College of Business The Ohio State University SUPPLY C H ^ MANAGEMENT I N S T I T U T E Supply

More information

Rapid Progression from Tactical Buying to Global Strategic Sourcing. Vice President, Planning & Procurement

Rapid Progression from Tactical Buying to Global Strategic Sourcing. Vice President, Planning & Procurement Rapid Progression from Tactical Buying to Global Strategic Sourcing Paul Anderson Vice President, Planning & Procurement Agenda: Strategic Sourcing Journey Life Technologies Overview Tactical Buying vs.

More information

Met je hoofd in de wolken. Ard-Jan Glas

Met je hoofd in de wolken. Ard-Jan Glas Met je hoofd in de wolken Ard-Jan Glas Trend Hogere availability 24 uur per dag global customers Van mainframe naar distributed Omzet verlies door downtime Klanten stellen hogere eisen De volgende IT

More information

Overview of Future Purchasing s fundamental and advanced training workshops...

Overview 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 information

Adding up or adding value?

Adding up or adding value? Get up to speed Building Better Finance Functions Adding up or adding value? Making business partnering work whatwouldyouliketochange.com Contents Adding up or adding value? 3 The strategic value of business

More information

How are companies currently changing their facilities management delivery model...?

How are companies currently changing their facilities management delivery model...? Interserve and Sheffield Hallam University market research 2012 Page 2 www.commercial.interserve.com How are companies currently changing their facilities management delivery model...? we have a strategy

More information

Multi Business WAT Grant Training Courses at. NTC s Center for Business and Industry in Wausau (September 2015 August 2016)

Multi Business WAT Grant Training Courses at. NTC s Center for Business and Industry in Wausau (September 2015 August 2016) Multi Business WAT Grant Training Courses at NTC s Center for Business and Industry in Wausau (September 2015 August 2016) To register, please email Maggie Coakley: coakley@ntc.edu Email Subject Line:

More information

The advice challenge: Understanding what clients value

The advice challenge: Understanding what clients value The advice challenge: Understanding what clients value Life s better with the right partner 2 The advice challenge: Understanding what clients value The advice challenge: Understanding what clients value

More information

Digital Strategy. Digital Strategy. 2015 CGI IT UK Ltd. Digital Innovation. Enablement Services

Digital Strategy. Digital Strategy. 2015 CGI IT UK Ltd. Digital Innovation. Enablement Services Digital Strategy Digital Strategy Digital Innovation Enablement Services 2015 CGI IT UK Ltd. Contents Digital strategy overview Business drivers Anatomy of a solution Digital strategy in practice Delivery

More information

Leadership Development Efforts

Leadership Development Efforts Leadership Development Efforts Why They Fail How to Get the Results You Need ADJ Consulting, Inc. and RESOURCE INTERNATIONAL A New Approach to Leadership Development is Needed. Experts in leadership development

More information

Data Driven Strategy. BlinkLane Consul.ng Amsterdam, 10 december 2013. Ralph Hofman Arent van t Spijker

Data Driven Strategy. BlinkLane Consul.ng Amsterdam, 10 december 2013. Ralph Hofman Arent van t Spijker Data Driven Strategy BlinkLane Consul.ng Amsterdam, 10 december 2013 Ralph Hofman Arent van t Spijker 1 Data Driven Strategy 08.00 08.05 Welkom 08:05 08.20 Data Driven Strategy 08.20 08.30 Het Business

More information

The course breaks down the Procurement Process into 5 Steps

The course breaks down the Procurement Process into 5 Steps The course breaks down the Procurement Process into 5 Steps Define Objective Logistics SCM in 5 steps The course breaks down the Procurement Process into 5 Steps Identify opportunities Capture Benefits

More information

Customer Centricity in Banking: Driving Revenue and Loyalty. Developing the 21st century workforce TM

Customer Centricity in Banking: Driving Revenue and Loyalty. Developing the 21st century workforce TM Customer Centricity in Banking: Driving Revenue and Loyalty Developing the 21st century workforce TM In today s hypercompetitive banking environment, most financial-services firms are overlooking the one

More information

Intelligent Customer Function (ICF)

Intelligent Customer Function (ICF) CAPABILITY AUDIT FOR HEIs Higher Education Institutions (HEIs) should organically develop their own to successfully manage the process of strategic sourcing. The capability audit provides an assessment

More information

Viewpoint. Every moment matters. Transforming the automotive consumer experience

Viewpoint. Every moment matters. Transforming the automotive consumer experience Viewpoint Every moment matters Transforming the automotive consumer experience Table of contents 1 Adapt to cultural change 3 Transform to the changing landscape 4 Map the moments 5 Turn to an engagement

More information

Shared Value Chain Cost Reduction Through Innovative Supplier Relationships

Shared Value Chain Cost Reduction Through Innovative Supplier Relationships Shared Value Chain Cost Reduction Through Innovative Supplier Relationships Jimmy Anklesaria President, CEO Anklesaria Group, Inc. Del Mar, CA 92014 (858) 755-7119 www.anklesaria.com jimmy.anklesaria@anklesaria.com

More information

THE PRESSING ISSUE OF WORKING CAPITAL

THE PRESSING ISSUE OF WORKING CAPITAL THE PRESSING ISSUE OF WORKING CAPITAL Different strategies are needed By Professor Ralf Seifert and Daniel Seifert, Research Assistant, EPFL, Lausanne - December 2008 IMD Chemin de Bellerive 23 PO Box

More information

Evaluation of the Plant Shutdown Process Workshop

Evaluation of the Plant Shutdown Process Workshop Evaluation of the Plant Shutdown Process Workshop PDM Bas Broods 13-01-2010 Contents Opening Introduction PDM 11.50-11.55 Case 11.55-12.10 Workshop exercise Explanation 12.10-12.20 Exercise 12.20-12.50

More information

Module 4 Responsibilities of senior management

Module 4 Responsibilities of senior management Module 4 Responsibilities of senior management Presented by Neil Redman IAEA International Atomic Energy Agency Key to the organization's success It is fundamental to the success of the Management System

More information

Talent Management and OD Specialist

Talent Management and OD Specialist Position Employee category level Department Reporting to Line reports Purpose of the role Key Responsibilities Talent Management and OD Specialist Professionally qualified HR professional and experienced

More information

PURCHASING & SUPPLY CHAIN MANAGEMENT

PURCHASING & SUPPLY CHAIN MANAGEMENT FIFTH EDITION PURCHASING & SUPPLY CHAIN MANAGEMENT Analysis, Strategy, Planning and Practice AHJAN J. VAN WEELE Eindhoven University of Technology, The Netherlands ;\ CENGAGE t% Learning" Australia Brazil

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

Center for Business and Industrial Marketing

Center for Business and Industrial Marketing Center for Business and Industrial Marketing Dr. Wesley Johnston, Executive Director, CBIM J. Mack Robinson College of Business Georgia State University Editor, Journal of Business & Industrial Marketing

More information

I). Introduction N. Romeijn

I). Introduction N. Romeijn I). Introduction N. Romeijn 22 years supply chain professional & leader in 6 industries Logistics Chemicals Electronics & fiber optics Food & perfume ingredients Electronic manufacturing services / service

More information

Collaborative CRM Workshop. 02 Partner Alignment & Project Objectives

Collaborative CRM Workshop. 02 Partner Alignment & Project Objectives Collaborative CRM Workshop 02 Partner Alignment & Project Objectives 1 Collaborative CRM 2005 02 Partner Alignment & Project Objectives Copyright ECR Europe 2005. All rights reserved. Version 7.0 June

More information

SALES NEGOTIATION FOR RESULTS

SALES NEGOTIATION FOR RESULTS EXPAND YOUR SALES EXPERTISE & SUCCESS WITH BRIGHT*STAR TRAINING THE SALES PROCESS 18-19 March 2013, Auckland 8-9 April 2013, Wellington 21-22 March 2013, Auckland 10-11 April 2013, Wellington 25-26 March

More information

Drive to the top. The journey, lessons, and standards of global business services. kpmg.com

Drive to the top. The journey, lessons, and standards of global business services. kpmg.com Drive to the top The journey, lessons, and standards of global business services kpmg.com The new normal for global enterprises is about doing more with less while at the same time driving the top line

More information

UK ICT Outsourcing Service Provider Performance and Satisfaction (SPPS) Study: 2013

UK ICT Outsourcing Service Provider Performance and Satisfaction (SPPS) Study: 2013 A STUDY BY KPMG UK ICT Outsourcing Service Provider Performance and Satisfaction (SPPS) Study: 2013 A study of the UK Information and Communication Technology (ICT) Outsourcing Market and its Service Providers

More information

Loyalty to service provision: creating loyalty through the customer experience

Loyalty to service provision: creating loyalty through the customer experience Loyalty to service provision: creating loyalty through the customer experience WWW.SBS.OXFORD.EDU EDUCATING LEADERS FOR 800 YEARS Dr Richard Cuthbertson Research Director Oxford Institute of Retail Management

More information

The #1 Online Training System For Retailers

The #1 Online Training System For Retailers The #1 Online Training System For Retailers Increase Sales Improve Customer Loyalty Increase Staff Retention Improve Store Performance www.graffretail.tv Sustainable Retail Training with Proven Results

More information

Product Performance Based Business Models: A Service Based Perspective

Product Performance Based Business Models: A Service Based Perspective Product Performance Based Business Models: A Service Based Perspective Morris A. Cohen Panasonic Professor of Manufacturing and Logistics The Wharton School, University of Pennsylvania Abstract The migration

More information

Quantifying and Delivering Value with Geospatial Network Infrastructure Management Solutions

Quantifying and Delivering Value with Geospatial Network Infrastructure Management Solutions GITA Conference 2011 Quantifying and Delivering Value with Geospatial Network Infrastructure Management Solutions Scott Casey, GE Digital Energy Scott.Casey@ge.com Ross Smith, PA Consulting Group Ross.Smith@paconsulting.com

More information

Risks to customers from performance management at firms

Risks to customers from performance management at firms Guidance consultation 15/1 Risks to customers from performance management at firms Thematic review and guidance for firms March 2015 Contents 1 Approach and findings 2 2 Guidance to firms 8 3 Next steps

More information

Using Voice of Customer to Create Shared Consciousness

Using Voice of Customer to Create Shared Consciousness Using Voice of Customer to Create Shared Consciousness MALCOLM BALDRIGE PILOT Robert Netzer Seagate Technology VOICE OF CUSTOMER JOURNEY GROUP APPLICATION ACTIVITY OUR VOICE OF CUSTOMER PROCESS BENEFITS

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

Managing relationship equilibrium in outsourcing

Managing relationship equilibrium in outsourcing Managing relationship equilibrium in outsourcing HP s relationship governance model and methodology Executive summary... 2 The governance balance... 3 HP s unique governance model... 5 Partner-based, collaborative

More information

PRCA Communications Management Standard (CMS) for In-House Teams

PRCA Communications Management Standard (CMS) for In-House Teams PRCA Communications Management Standard (CMS) for In-House Teams PRCA Communications Management Standard (CMS) for In-House Teams Contents Introduction 4 The Communications Management Standard for In-House

More information

Interview Guide for Hiring Executive Directors. April 2008

Interview Guide for Hiring Executive Directors. April 2008 Interview Guide for Hiring Executive Directors April 2008 Introduction This interview guide has been developed to help the Board of Directors of Big Brothers Big Sisters agencies interview candidates for

More information