A better way to calculate equipment ROI
|
|
- Emory Leonard
- 8 years ago
- Views:
Transcription
1 page 1 A better way to calculate equipment ROI a West Monroe Partners white paper by Aaron Lininger Copyright 2012 by CSCMP s Supply Chain Quarterly ( a division of Supply Chain Media LLC. Reprinted with permission.
2 page 2 Too many companies buy warehouse equipment and technology based on a "best case" scenario. Using an "engineered" approach to evaluating the return on investment will provide a more accurate picture of cost and productivity benefits. Technologies for the warehousing and distribution center environment have progressed more in the past 10 years than they did in the previous 30 years, and new options are emerging virtually every day. Today companies that operate warehouses and distribution centers can choose from a vast array of advanced technologies and equipment solutions that promise to deliver attractive productivity benefits. These new technologies from automatic pallet-wrapping machines to remotely controlled material handling equipment, and everything in between can deliver tangible benefits, but most require substantial financial investments.
3 page 3 Few organizations have any margin for error when making decisions about new technology and equipment; competitively, one wrong investment decision can erase an operational advantage. Yet many investments in technology and equipment eventually fail to deliver the promised gains. One reason why this happens is that vendors' initial estimates of cost and productivity benefits often are based on a "best case" scenario. Those estimates often prove to be inaccurate, because each facility has unique physical, process, and data constraints, and it can be difficult to determine beforehand what a technology or piece of equipment could accomplish in a particular environment. Moreover, the "cool factor" of new technology and the complexity of operations can distract decision makers from taking all the steps necessary to understand exactly what an investment will mean to the balance sheet. Most continue to take a high level approach to evaluating the potential impact, using broad assumptions to estimate future performance and often failing to factor in support and maintenance requirements. Further complicating matters is the fact that vendors often do not have the opportunity to dig into the details of individual operations an exercise that is necessary if they are to accurately quantify the benefit for a prospective customer. As a result, they use best case examples, developed under ideal conditions, to promote their products. Before any company commits to a large capital investment, it should have a realistic view of the cost savings to be gained from the new technology or equipment, as well as the likely impact it will have on operations. Instead of a best case scenario, an "engineered" approach is a more effective method for evaluating potential capital investments. An engineered approach entails studying the current state operations at a "micro" or elemental level (similar to the approach engineers use when creating engineered labor standards) and pinpointing the specific elements that will be affected by introducing a new technology. The degree to which each element will be affected can then be assessed using common work study techniques and/or realistic estimates made by subject matter experts. In short, an engineered approach to evaluating new technology or equipment predicts the outcome that a future labor standard will require, which correlates directly to the labor savings one could expect from the technology. This approach develops a savings estimate that reflects the reality of a particular facility and operations thereby improving a company's insight into the bottom line impacts of cost saving initiatives and reducing the potential for costly mistakes. Consider the operational impact Prior to embarking on any evaluation of new equipment or technology for warehouses and distribution centers, it is critical to have a true understanding of current operational performance, from receiving through shipping. With that information in hand, a company will be able to make the accurate "before and after" comparisons an engineered approach provides. The first step of an engineered approach is to identify the specific aspects of an operation the company is targeting for improvement, and how each will change for better or for worse as a result of introducing new technology or equipment. Sometimes a vendor may include those specifics in its sales pitch, but most of the time someone who has the necessary expertise and is intimately familiar with the operation will have to pinpoint exactly what will change. It is very rare for a large capital investment to have only positive impacts on an isolated aspect of an operation. For example, an automatic pallet wrapping machine may reduce the wrap time per pallet but increase the amount of time that it takes to prepare the pallets to be wrapped. Remote assisted material handling equipment may expedite the order picking process by reducing the number of steps required, but it also introduces delays while the operator waits for the equipment to respond to the system's commands. The next step is to consider how the introduction of new technology will impact other areas of the operation both upstream and downstream processes, as well as maintenance and support functions if at all. Consider the example of the automatic pallet wrapping machine mentioned earlier. The machine may in fact wrap pallets more efficiently than a person
4 page 4 could do manually. Automation could, however, create a bottleneck in the pre wrap staging operations. If studies indicate that upstream bottlenecks would be introduced as personnel wait to utilize the equipment, then the buyer must evaluate how many units it would need to purchase in order to prevent those delays. Another important consideration is the impact the solution may have on a facility's physical layout and traffic patterns. Some questions that must be answered include: Can the equipment be positioned so that it does not impede the traffic flow? How will the equipment interact with other pieces of equipment in the workspace? Will the pre and post trip inspections or preventive maintenance programs for the equipment need to be modified and/or introduced to ensure the safety of those working with it or in its vicinity? In addition, it is important to understand the degree of reliability the new solution must have and the maintenance that will be needed to support the new solution. Many people fail to consider that certain skills will be required and costs will be associated with maintaining the equipment or defining alternate procedures to continue operations during machine downtime and maintenance. These are just a few examples of the types of considerations that are often overlooked or omitted in the sales and business case evaluation process used by most buyers. Baseline versus future state Once the buyer understands the potential impact of a new technology or piece of equipment, it is important to gather a baseline value (often measured in time when it comes to labor savings) for each step of the task that is being examined. Each step should be broken into smaller steps called elements. Elements that will be unaffected by the new technology can be ignored, which allows the buyer to isolate the true differences between the operation before and after the new technology or equipment has been implemented. There are various methods of collecting the times required to carry out each element, including stopwatch studies and predetermined time and motion studies. Companies can use information from their existing engineered labor standards to help them quantify the current environment, as long as the current standards are accurate and have been updated within the last 18 to 24 months. Those that do not have engineered standards in place can still follow this approach, but it requires a bit more data gathering beforehand. It is important to understand how a new technology will affect the structure of engineered standards or incentive programs that are in place to manage the workforce. A company that does not intend to adjust its engineered labor standards or incentives to reflect the impact of a new technology is not likely to get a true picture of the anticipated savings, nor is it likely to achieve the benefits it expects. With baseline information about the current state of operations in hand, the buyer can then project how each element would be affected after the new technology has been implemented. Under ideal circumstances, a potential buyer would introduce the equipment or technology into a facility, train individuals in how to employ it, and then study how it performs and what impact it has in the environment in which it would actually be used. Testing the equipment or technology at a facility can reveal unforeseen pitfalls and shortcomings as well as provide fact based information for subsequent discussions with the vendor. Because many equipment and technology capital investments are large and complex, it may not be possible to "test drive" them at a working facility. In such cases, simulation models can be valuable. When using simulation models, however, it is imperative to document all assumptions used, as they should form the framework for any conclusions drawn from the data.
5 page 5 After assessments of both the current and future state values of the affected areas have been completed, the next step is to calculate the differences, and then apply them to the labor model and affected processes in order to determine the new equipment or technology's cost and productivity implications. (See the sidebar for a sample calculation.) Companies that have a labor management system with simulation capabilities can send actual work assignments through the future state model and feel confident that they are accurately applying the frequencies of their key labor drivers, such as cases per location, cases per assignment, pallets per assignment, and percentage of walk travel versus ride travel. For those that do not have this capability, it is essential to look at as large a data sample as possible in order to be confident that the labor driver assumptions reflect the long term operational environment. Once buyers have quantified the impacts of the new technology or equipment, it can be easy to "fall in love with the number." Since so much effort has been put into calculating an accurate savings projection, many executives want to immediately plug that number into a return on investment (ROI) model and begin translating the savings into dollars. But it is very important to consider factors that cannot be quantified in the model just described. Examples of questions to be asked include: Will the introduction of the technology create new bottlenecks in the operation that may interrupt the flow of goods? Does the technology have the potential to be "process limiting" that is, it would improve the overall average but would limit high performers in the warehouse? When such questions remain, it may be wise to take a more conservative approach to estimating future benefits. An accurate projection of the savings to be gained from a capital investment can be an extremely valuable tool when negotiating with the vendor. Suppose that the equipment or technology under consideration fails to meet the required ROI. In that case, the buyer could identify a lower price that would keep the equipment or technology as a viable option. If there is no price flexibility, then the buyer could require the vendor to make modifications to the equipment to compensate for the ROI shortfall. Benefits for both sides An engineered approach to evaluating equipment and technology has benefits for both buyer and supplier. For distribution executives, having a realistic sense of the anticipated savings from a capital investment not only assists in decision making but can also provide substantial support for the business case required to secure investment funds. Moreover, it can provide valuable information for price negotiations. Equally important, it provides fact based information that is specific to a particular operation something that will help buyers avoid making poor capital investment decisions that could disrupt operations and negatively impact an organization's performance. For vendors, the use of an engineered approach can improve the accuracy of ROI projections and increase their confidence that customers will be satisfied with the results of an implementation. Finally, this approach can help vendors identify potential problems and unique environmental characteristics before a technology or piece of equipment has been completely installed, providing the opportunity to customize or adapt the product while improving the odds of a win win situation for both vendor and customer.
6 page 6 Evaluating automation: one company's experience The management team of Company A's distribution center (DC) attended a trade show where an equipment vendor was showcasing a new electric pallet jack that automatically advances to its next location without the operator touching the controls. Company A's DC uses pallet jacks during order selection, which is the largest use of labor in the facility. The equipment vendor claims that its automatic pallet jack will improve productivity in order selection by up to 30 percent by eliminating the steps operators must take to return to the equipment controls, thus allowing them to walk directly to their next pick location. When scaled to its facility, the 30 percent productivity improvement would represent a huge financial savings for Company A; even achieving one third of that would be worth serious consideration. But before making a large capital expenditure, the company opted to take an engineered approach to evaluating the technology. The company has engineered labor standards in place, so it already had baseline numbers for the potentially impacted areas: The steps to and from the pallet jack to the pick location The steps from the case placement location back to the equipment controls Grasping of the controls The acceleration constant for their fleet of equipment The vendor allowed Company A to test one of the automated pallet jacks at its facility to help in the decision making process and hopefully close the sale. Company A invested several weeks in training an individual on the equipment so that the pallet jack would be operated as the vendor intended. An engineer then studied the equipment under normal operating conditions, focusing on generating values for the affected elements of the picking process. In studying the new equipment, the engineer discovered an additional factor to consider: a system response delay before the equipment moves forward. Figure 1 below shows a summary of the values the engineer collected. Element Baseline Future State Steps to First Case (secs) Steps with First Case (secs) Steps to Additional Case (secs) Steps with Additional Case (secs) Return to Drive for Short Travel (secs) Grab Equipment Controls for Short Travel (secs) Pallet Jack Acceleration/Deceleration (secs) System Response Time (secs) Congestion Delay 5% >5% est The element values indicate that potential savings exist, but the overall savings cannot be determined until the appropriate frequency of occurrence of each element is applied to each value. In the absence of simulation capabilities in a
7 page 7 labor management system, the frequencies can be calculated using the following: Total cases selected Total locations visited Percentage of cases selected after short travel (from 9 feet to 40 feet between selection bays; manual travel will still be used for longer distances) Percentage of locations visited after short travel (from 9 feet to 40 feet between selection bays) Once the company calculated those frequencies and knew the elemental times, it simply had to "do the math." Figure 2 provides a summary of those calculations. Baseline Future State Difference Freq 1 Freq 1 Data Freq 2 Freq 2 Data Labor Savings (Hrs) Locations 0.30 % Locations after Short Travel Locations 0.30 % Locations after Short Travel Cases 0.35 % Cases after Short Travel Cases 0.35 % Cases after Short Travel Locations 0.30 % Locations after Short Travel Locations 0.30 % Locations after Short Travel Locations 0.30 % Locations after Short Travel Locations 0.30 % Locations after Short Travel 8.33 Labor Hours Reduction Current Labor Hours NEW Labor Hours % Impact 4.90% Several factors were not considered in this calculation, including, but not limited to, maintenance support hours and the impact on congestion delays. With these factors excluded, the values shown represent a "best case" scenario. Based on the cost of the additional investment in this technology, the results of the study would need to yield at least a 10 percent savings in order to justify serious consideration of such an investment. After calculating a solid value of the projected labor gains from the new technology, the management team decided not to purchase the equipment unless the vendor was able to significantly reduce the price or further enhance the equipment to provide additional gains at the same price. As it turns out, the vendor's projected gains of 30 percent were actually closer to 20 percent, but new pallet jacks would only affect 25 percent of the total labor component of order picking, thus bringing down the overall savings into the neighborhood of 5 percent.
8 page 8 Contact For additional information, please contact: Aaron Lininger Manager, Workforce Optimization alininger@westmonroepartners.com About West Monroe Partners West Monroe Partners is a North American business and technology consulting firm focused on guiding organizations through projects that fundamentally transform their business. With the experience to create the most ambitious visions as well as the skills to implement the smallest details of our clients most critical projects, West Monroe Partners is a proven provider of growth and efficiency to large enterprises, as well as more nimble middle market organizations. Our more than 350 consulting professionals drive better business results by harnessing our collective experience across a range of industries, serving clients out of offices across the United States and Canada.
Getting Started with a New Inbound Agency THE BEST APPROACH TO GETTING STARTED INBOUND AGENCY WITH A NEW INBOUND
WITH A NEW THE BEST APPROACH TO INBOUND AGENCY GETTING STARTED INBOUND 1 BIGSHOT'S ALL-INCLUSIVE MARKETING SOLUTION...can provide you with the right content, expert design work, and marketing automation,
More informationWhite Paper March 2009. Government performance management Set goals, drive accountability and improve outcomes
White Paper March 2009 Government performance management Set goals, drive accountability and improve outcomes 2 Contents 3 Business problems Why performance management? 4 Business drivers 6 The solution
More informationThe State of Forklift Automation: Are We There Yet?
The State of Forklift Automation: Are We There Yet? Table of Contents Introduction 2 The State of Forklift Technology 3 Evaluation Criteria 5 Moving Forward 7 Conclusion 9 Introduction Capital equipment
More informationTime is Money: Justifying the Switch to Automated Time Collection
Time is Money: Justifying the Switch to Automated Time Collection Can I Justify Switching to Automated Time Collection? Every employee in your organization is affected by how time and attendance data is
More informationTHE INFORMATION TECHNOLOGY PROJECT CHARTER
1-01-12 INFORMATION MANAGEMENT: STRATEGY, SYSTEMS, AND TECHNOLOGIES THE INFORMATION TECHNOLOGY PROJECT CHARTER John P. Murray INSIDE Gaining Project Charter Approval; Project Charter Components; Project
More informationJustifying Simulation. Why use simulation? Accurate Depiction of Reality. Insightful system evaluations
Why use simulation? Accurate Depiction of Reality Anyone can perform a simple analysis manually. However, as the complexity of the analysis increases, so does the need to employ computer-based tools. While
More informationHow to increase Marketing Efficiency to Gain and Retain Customers
How to increase Marketing Efficiency to Gain and Retain Customers A White Paper by Soffront Software, Inc. Abstract Marketing departments in mid-sized businesses face a myriad of challenges such as how
More informationBest Practice. 4 Step ERP Evaluation Methodology. White Paper
Best Practice I 4 Step ERP Evaluation Methodology White Paper Introduction Typically, a company approaches ERP when its current business operations are causing it to suffer unbearable and costly pain.
More informationWhy No ROI or Payback on An ERP Project is a Good Thing Especially Given the Cloud
Why No ROI or Payback on An ERP Project is a Good Thing Especially Given the Cloud 875 Cerritos Corporate Dr., #A Cerritos, CA 9070 Toll Free : (800) 969-APEX Tel : (562) 926-6820 E-mail : info@acsi2000.com
More informationWhite. Paper COST JUSTIFICATION OF AN AUTOMATED DATA COLLECTION SYSTEM
White Paper COST JUSTIFICATION OF AN AUTOMATED DATA COLLECTION SYSTEM INTRODUCTION There was a time when companies invested in computers for the sake of the technology. Management assumed that computerized
More informationHow to increase Marketing Efficiency to Gain and Retain Customers
How to increase Marketing Efficiency to Gain and Retain Customers How marketing automation and CRM can help a midsized business consolidate data, improve customer information, streamline marketing efforts,
More informationBlue: C= 77 M= 24 Y=19 K=0 Font: Avenir. Clockwork LCM Cloud. Technology Whitepaper
Technology Whitepaper Clockwork Solutions, LLC. 1 (800) 994-1336 A Teakwood Capital Company Copyright 2013 TABLE OF CONTENTS Clockwork Solutions Bringing Cloud Technology to the World Clockwork Cloud Computing
More informationWhite Paper February 2009. IBM Cognos Supply Chain Analytics
White Paper February 2009 IBM Cognos Supply Chain Analytics 2 Contents 5 Business problems Perform cross-functional analysis of key supply chain processes 5 Business drivers Supplier Relationship Management
More informationSolving the CIO s Challenge For More Efficient and Resilient Business Technology Supply Chain Management
Solving the CIO s Challenge For More Efficient and Resilient Business Technology Supply Chain Management Created by the Institute for Robotic Process Automation in association with Enterprise Integration
More informationTapping the benefits of business analytics and optimization
IBM Sales and Distribution Chemicals and Petroleum White Paper Tapping the benefits of business analytics and optimization A rich source of intelligence for the chemicals and petroleum industries 2 Tapping
More informationBusiness Challenges. Customer retention and new customer acquisition (customer relationship management)
Align and Optimize Workflows with Lean Dan Marino Marino Associates, LLC Strategic and tactical planning Information systems integration Customer retention and new customer acquisition (customer relationship
More informationThe Make vs. Buy Scenario: Reducing Total Cost and Improving Time to Market
The Make vs. Buy Scenario: Reducing Total Cost and Improving Time to Market By Ben Furnish Product Manager: Linear Motion Products Parker Hannifin s Electromechanical Automation Division Introduction Should
More informationWhitepaper: Defining the challenges to a wholesale business
Defining the challenges to a wholesale business Like many businesses, wholesale companies are dependent on a balanced interaction of supply and demand. For them, it s a constant juggling act between the
More informationThe Complete Guide to CUSTOM FIELD SERVICE APPLICATIONS
The Complete Guide to CUSTOM FIELD SERVICE APPLICATIONS Copyright 2014 Published by Art & Logic All rights reserved. Except as permitted under U.S. Copyright Act of 1976, no part of this publication may
More informationBuilding the Business Case for Automated Rapid Testing: Translating the benefits of rapid automated microbial testing into dollars saved
Building the Business Case for Automated Rapid Testing: Translating the benefits of rapid automated microbial testing into dollars saved A whitepaper by: Opportunities in Micro Quality Control According
More informationSEVEN WAYS THAT BUSINESS PROCESS MANAGEMENT CAN IMPROVE YOUR ERP IMPLEMENTATION SPECIAL REPORT SERIES ERP IN 2014 AND BEYOND
SEVEN WAYS THAT BUSINESS PROCESS MANAGEMENT CAN IMPROVE YOUR ERP IMPLEMENTATION SPECIAL REPORT SERIES ERP IN 2014 AND BEYOND CONTENTS INTRODUCTION 3 EFFECTIVELY MANAGE THE SCOPE OF YOUR IMPLEMENTATION
More informationSelecting a Commission and Incentive Compensation System
Selecting a Commission and Incentive Compensation System Corporations are increasingly looking for outside vendors to provide software products to manage commission, sales incentive, and bonus programs.
More informationWhat options exist for multi-echelon forecasting and replenishment?
Synchronization of Stores and Warehouses: Closing the Profit Gap Successful retailers focus their efforts on the customer and the unique attributes of each store in the chain. Tailoring assortments, promotions
More informationHow to gather and document A. requirements. specification
Common mistakes As an independent consultant I get to read a lot of documents, and it seems to be an area that most would-be buyers of technology struggle with probably because there s little guidance
More informationBIG DATA IN THE SUPPLY CHAIN
BIG DATA IN THE SUPPLY CHAIN 1 HOW COMPANIES ARE USING DATA TO EXTRACT ACTIONABLE INSIGHT TO OPTIMIZE THEIR SUPPLY CHAINS Prior to investing resources into big data systems, software and people, firms
More informationOptimizing Your Printer/Copier Fleet FIRST FIVE STEPS TO A DOCUMENT STRATEGY
FIRST FIVE STEPS TO A DOCUMENT STRATEGY White Paper Guide Be on the lookout for the tips on what you can do TODAY to implement the Document Strategy steps located in the blue areas in this document. Once
More informationWhite Paper from Global Process Innovation. Fourteen Metrics for a BPM Program
White Paper from Global Process Innovation by Jim Boots Fourteen Metrics for a BPM Program This white paper presents 14 metrics which may be useful for monitoring progress on a BPM program or initiative.
More informationWriting a business plan
Writing a business plan Many potential start-up businesses are daunted by the prospect of writing a business plan. But it is not a difficult process - and a good business plan focuses the mind as well
More informationIntroduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas
Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas D E L I V E R I N G S U P P L Y C H A I N E X C E L L E
More informationFacing HR System and Vendor Challenges Effectively
WHITE PAPER Facing HR System and Vendor Challenges Effectively System issues are among the most common and time consuming obstacles for HR professionals. There is so much sophisticated technology available
More informationRedPrairie > Retail > White Paper. The Bottom Line Benefits of Workforce Management in Retail Distribution
The Bottom Line Benefits of Workforce Management in Retail Distribution 2 TABLE OF CONTENTS Executive Summary 3 Today s Labor Challenges 4 Case Study CSK Auto 5 New Approach to Workforce 6 Management Benefits
More informationWHITE PAPER. ADP Procure-to-Pay Solutions Optimizing P2P for Non-PO Spend
WHITE PAPER ADP Procure-to-Pay Solutions Optimizing P2P for Non-PO Spend Optimizing P2P for Non-PO Spend p. 1 Executive Summary While purchase orders are a proven tool, they are not practical or even particularly
More informationSeven Ways to Boost Order Accuracy to Near-Perfect Levels
Seven Ways to Boost Order Accuracy to Near-Perfect Levels For Today's Logistics Manager, It's a Jungle out There! Customer-mandated programs with a wide variety of names (JIT, Quick Response, Vendor Managed
More informationOverall Labor Effectiveness (OLE): Achieving a Highly Effective Workforce
Overall Labor Effectiveness (OLE): Achieving a Highly Effective Workforce A sound measurement framework is something every manufacturer would like to have. Yet today, most measurement systems focus on
More information20 questions you should ask before investing in your WMS
0 questions you should ask before investing in your WMS With Astro WMS, all the pieces fall into place. Today and tomorrow. Warehouse improvements you can count on. Every salesperson tells you that if
More informationHow To Manage A Focused Outreach Lead Generation Initiative
Focused Outreach Lead Generation to Produce High Quality Leads and Raise Your ROI By Elisa Ciarametaro of Exceed Sales www.exceedsales.com Elisa Ciarametaro and Exceed Sales, Inc. Table of Contents What
More informationWhy supply chain visibility is critical to achieve the perfect order
White Paper Why supply chain visibility is critical to achieve the perfect order Contents: 1 Executive summary 2 Why you need to act 3 Getting the data into the system 3 Management by exception 5 Performance
More informationYour Complete CRM Handbook
Your Complete CRM Handbook Introduction Introduction Chapter 1: Signs You REALLY Need a CRM Chapter 2: How CRM Improves Productivity Chapter 3: How to Craft a CRM Strategy Chapter 4: Maximizing Your CRM
More informationChapter 11 Building Information Systems and and Managing Projects
1 Chapter 11 Building Information Systems and and Managing Projects LEARNING TRACK 1: CAPITAL BUDGETING METHODS FOR INFORMATION SYSTEM INVESTMENTS Traditional Capital Budgeting Models Capital budgeting
More informationPredictive Intelligence: Identify Future Problems and Prevent Them from Happening BEST PRACTICES WHITE PAPER
Predictive Intelligence: Identify Future Problems and Prevent Them from Happening BEST PRACTICES WHITE PAPER Table of Contents Introduction...1 Business Challenge...1 A Solution: Predictive Intelligence...1
More informationCRM SUCCESS GUIDELINES
CRM SUCCESS GUIDELINES Provided to You By: Integrated Sales Management, Inc. Helping You Grow! CRM Success Guidelines Customer Relationship Management (CRM) has evolved dramatically recently as many companies
More informationThe Road to Convergence
A UBM TECHWEB WHITE PAPER SEPTEMBER 2012 The Road to Convergence Six keys to getting there with the most confidence and the least risk. Brought to you by The Road to Convergence Six keys to getting there
More informationINVENTORY MANAGEMENT: ANALYZING INVENTORY TO MAXIMIZE PROFITABILITY
INVENTORY MANAGEMENT: ANALYZING INVENTORY TO MAXIMIZE PROFITABILITY Jon Schreibfeder Effective Inventory Management, Inc. Sponsored by Every company strives to improve profitability. Countless hours are
More informationBuilding the Business Case for IT Service Management
Recognized by Forrester as an Emerging Leader Building the Business Case for IT Service Management Learning to speak the language of business and help our executives promote our IT initiatives Author:
More informationB2C Marketing Automation Action Plan. 10 Steps to Help You Make the Move from Outdated Email Marketing to Advanced Marketing Automation
B2C Marketing Automation Action Plan 10 Steps to Help You Make the Move from Outdated Email Marketing to Advanced Marketing Automation Introduction B2C marketing executives are increasingly becoming more
More information1Targeting 2. 4Analysis. Introducing Marketing Automation. Best Practices for Financial Services and Insurance Organizations.
Introducing Marketing Automation Best Practices for Financial Services and Insurance Organizations 5 Marketing Technology 1Targeting 2 Engagement 4Analysis 3 Conversion 1 Marketing Automation = Marketing
More informationExecutive Summary: Introduction:
What are the Odds of My Website Being Highly Successful? Project Management and Marketing Analysis (Draft Document will be edited to become a brochure) Executive Summary: The marketing analysis and project
More informationKnowledge Base Data Warehouse Methodology
Knowledge Base Data Warehouse Methodology Knowledge Base's data warehousing services can help the client with all phases of understanding, designing, implementing, and maintaining a data warehouse. This
More informationSin #1 - Not Establishing a Clear and Realistic Goal
A s a B2B lead generation tool, search engine marketing (SEM) is all the rage everyone wants a piece of the pie. Unfortunately, countless companies lose time and money trying to cash in on the alluring
More informationEFFECTIVE RADIOLOGY CHARGE RECONCILIATION ENSURES LOWEST RISK OF LOST REVENUE
EFFECTIVE CHARGE RECONCILIATION ENSURES EFFECTIVE CHARGE RECONCILIATION ENSURES Most radiology practices readily admit that charge reconciliation is an important process to perform in order to prevent
More informationIT Outsourcing s 15% Problem:
IT Outsourcing s 15% Problem: The Need for Outsourcing Governance ABSTRACT: IT outsourcing involves complex IT infrastructures that make it extremely difficult to get an accurate inventory of the IT assets
More informationSuggestions on how to Select a Consultant or Consulting Company
Comprehensive Consulting Solutions, Inc. Business Savvy. IT Smart. What to look for in a Consultant and Consulting Company White Paper Published: April 1999 (with revisions) Suggestions on how to Select
More informationBuy versus Build Considerations for Clients Purchasing CLO Dashboard
Buy versus Build Considerations for Clients Purchasing CLO Dashboard Prepared by Zeroed-In Technologies for use by clients evaluating CLO Dashboard against their internal development of similar executive
More information11 Common Disaster Planning Mistakes
11 Common Disaster Planning Mistakes The world is full of risk. Floods, fires, hurricanes, thefts, IT system failures and blackouts are just a few of the incredibly damaging disasters that can and do strike
More informationBy Jack Phillips and Patti Phillips How to measure the return on your HR investment
By Jack Phillips and Patti Phillips How to measure the return on your HR investment Using ROI to demonstrate your business impact The demand for HR s accountability through measurement continues to increase.
More informationDoes It Pay to Attend Clinical Research Conferences?
Vol. 6, No. 12, December 2010 Can You Handle the Truth? Does It Pay to Attend Clinical Research Conferences? By Norman M. Goldfarb Organizations send their employees to clinical research conferences for
More informationWarehouse Management Systems by the Numbers by Rene Jones
Warehouse Management Systems by the Numbers by Rene Jones Abstract: When it comes to warehouse management systems (WMS), the stats are both shocking and thought-provoking. And although you don t see these
More informationGuideline to purchase a CRM Solution
Guideline to purchase a CRM Solution esphere Whitepaper Content list Introduction... 3 Challenges... 3 Overview... 4 Define Your CRM Requirements and Business Objectives and start gather information...
More informationTranslating IT Metrics into Business Benefits
Translating IT Metrics into Business Benefits By Rae Ann Bruno President, Business Solutions Training, Inc. IT managers regularly gather and distribute metrics reflecting group performance. But are these
More informationIS YOUR DATA WAREHOUSE SUCCESSFUL? Developing a Data Warehouse Process that responds to the needs of the Enterprise.
IS YOUR DATA WAREHOUSE SUCCESSFUL? Developing a Data Warehouse Process that responds to the needs of the Enterprise. Peter R. Welbrock Smith-Hanley Consulting Group Philadelphia, PA ABSTRACT Developing
More informationTHE ORGANIZER S ROLE IN DRIVING EXHIBITOR ROI A Consultative Approach
7 Hendrickson Avenue, Red Bank, NJ 07701 800.224.3170 732.741.5704 Fax www.exhibitsurveys.com White Paper THE ORGANIZER S ROLE IN DRIVING EXHIBITOR ROI A Consultative Approach Prepared for the 2014 Exhibition
More informationENTERPRISE ASSET MANAGEMENT (EAM) The Devil is in the Details CASE STUDY
ENTERPRISE ASSET MANAGEMENT (EAM) The Devil is in the Details CASE STUDY 1 EXECUTIVE SUMMARY Enterprise Asset Management (EAM) is a strategy to provide an optimal approach for the management of the physical
More informationA Management Report. Prepared by:
A Management Report 7 STEPS to INCREASE the RETURN on YOUR BUSINESS DEVELOPMENT INVESTMENT & INCREASE REVENUES THROUGH IMPROVED ANALYSIS and SALES MANAGEMENT Prepared by: 2014 Integrated Management Services
More informationThe Value of Vendor Compliance Optimization Technology
Supply Chain Executive Brief The Value of Vendor Compliance Optimization Technology Dozens of retailers, and in some cases other types of companies such as wholesalers and manufacturers, manage vendor
More informationStarting your Business Guide
Starting your Business Guide Small Business Resources The material in this document is intended to provide only general information to Canadian Western Bank s clients and the public, and not for the purposes
More informationSupply Chain Distribution Trends in an Improving Economy
WHITE PAPER Supply Chain Distribution Trends in an Improving Economy An improving economy gives businesses an opportunity to reassess their strategies, plans and tactics as well as the impetus to tune
More information10 How to Accomplish SaaS
10 How to Accomplish SaaS When a business migrates from a traditional on-premises software application model, to a Software as a Service, software delivery model, there are a few changes that a businesses
More informationThe Business Case for Investing in Retail Data Analytics
The Business Case for Investing in Retail Data Analytics Why product manufacturers are investing in POS and inventory analytics solutions Introduction In the latest Shared Data Study from CGT and RIS News
More informationEffective Replenishment Parameters. By Jon Schreibfeder EIM. Effective Inventory Management, Inc.
Effective Replenishment Parameters By Jon Schreibfeder EIM Effective Inventory Management, Inc. This report is the fourth in a series of white papers designed to help forward-thinking distributors increase
More informationSmall Data, Big Impact
Small Data, Big Impact The importance of extracting actionable insights from lift truck telematics to improve efficiency and protect the bottom line Yale Materials Handling Corporation Small Data, Big
More informationAsking the "tough questions" in choosing a partner to conduct Customer Experience Measurement and Management (CEM) programs for Your Company
Asking the "tough questions" in choosing a partner to conduct Customer Experience Measurement and Management (CEM) programs for Your Company A whitepaper by John Glazier Steve Bernstein http://www.waypointgroup.org
More informationChris Hodges, P.E., CFM, LEED AP, IFMA Fellow, FRICS
(Reprinted from FMLink, December 12, 2014 * This article was requested by FMLink without FMLink's being compensated for it. Sustainable Facility Management Reporting Choosing the Right Things to Measure
More informationExecutive summary... 3 Overview of S&OP and financial planning processes... 4 An in-depth discussion... 5
Table of contents Executive summary... 3 Overview of S&OP and financial planning processes... 4 An in-depth discussion... 5 What are the benefits of S&OP and financial planning integration?... 5 Why is
More informationMARKETING TO THE NEW CONSUMER. PART THREE Taking Advantage of New Marketing Touchpoints in the Active Evaluation Stage
MARKETING TO THE NEW CONSUMER PART THREE Taking Advantage of New Marketing Touchpoints in the Active Evaluation Stage For Part Three of this series, we are in the Active Evaluation Stage of the Customer
More informationERP SYSTEM SELECTION SUPPORT
Helping you make the best investment ERP SYSTEM SELECTION SUPPORT BDC Consulting is ISO 9001: 2008 certified > Unbiased expert advice > Proven system selection methodology > Powerful selection tools Follow
More informationCOPYRIGHT 2012 VERTICURL WHITEPAPER: TOP MISTAKES TO AVOID WHEN BUILDING A DEMAND CENTER
COPYRIGHT 2012 VERTICURL WHITEPAPER: TOP MISTAKES TO AVOID WHEN BUILDING A DEMAND CENTER For many B2B organizations, building a demand center is a no-brainer. Learn how to ensure you re successful by avoiding
More informationSAP Supply Chain Management Elinor Castell Solution Owner Transportation, SAP SE
SAP Supply Chain Management Elinor Castell Solution Owner Transportation, SAP SE 2014 SAP SE or an SAP affiliate company. All rights reserved. 1 SAP Extended Supply Chain Management Solution Strategy 2
More informationMaintenance, Repair, and Operations (MRO) in Asset Intensive Industries. February 2013 Nuris Ismail, Reid Paquin
Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries February 2013 Nuris Ismail, Reid Paquin Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries The impact Maintenance,
More informationAFTERCARE AND MANAGEMENT OF EXPANSION PROJECTS
AFTERCARE AND MANAGEMENT OF EXPANSION PROJECTS As shown on the next page: Discussion highlights the benefits, rationale, and methodology of implementing an aftercare system. It looks at the different steps
More information7 Reasons Why Chemical Management Alone can not deliver Sustainable Cost Savings and Continuous Improvement
7 Reasons Why Chemical Management Alone can not deliver Sustainable Cost Savings and Continuous Improvement By: Paul Bokrossy P. Eng. Introduction In the current economy, cost reduction is important, sustainable
More informationTHE RELATIONSHIP BETWEEN CUSTOMER SERVICE AND EXEMPTION CERTIFICATE MANAGEMENT
THE RELATIONSHIP BETWEEN CUSTOMER SERVICE AND EXEMPTION CERTIFICATE MANAGEMENT How Poor Processes for Managing Exemption Certificates Creates Negative Customer Experiences Introduction Tax exempt transaction
More informationCHAPTER 1 PROJECT OVERVIEW
CHAPTER 1 PROJECT OVERVIEW 1.1 Introduction VoIP stands for Voice over Internet Protocol or normally known as Internet Telephony. It is a technology for making phone calls using Internet Protocol. It is
More informationHow Not to Nurture Your Leads Ten Mistakes Manufacturers Make in Marketing Automation
1 How Not to Nurture Your Leads Ten Mistakes Manufacturers Make in Marketing Automation Contents What is Marketing Automation?... 3 Why Do You Need Marketing Automation?... 4 Marketing Automation Technology
More informationTaking the Risk out of Server Consolidation Capacity Management for Virtualized Environments
Taking the Risk out of Server Consolidation Capacity Management for Virtualized Environments 1 Drive Toward Efficiencies Server consolidation is a high priority of every large IT organization today due
More informationHow to Find the Right Simulation Consultant A Practical Guide for Consumers of Simulation Services
How to Find the Right Simulation Consultant A Practical Guide for Consumers of Simulation Services ORMS Today April 1998 by Jerry Banks, Randall R. Gibson and Van B. Norman IN THE BOOK, "DANGEROUS COMPANY,"
More informationHow To Buy A Crm Solution
CRM Buying Guide: 7 Steps to Making a CRM Purchase Decision Updated - Winter 2006 PAGE TABLE OF CONTENTS 7 Steps to Making a CRM Purchase Decision 2 Introduction Step 1: Define Your CRM Requirements and
More informationAgile enterprise content management and the IBM Information Agenda.
Transforming your content into a trusted, strategic asset Agile enterprise content management and the IBM Information Agenda. Delivering a common information framework for uncommon business agility Highlights
More informationEnhancing Business Development with Marketing Automation A BUSINESS GROWTH GUIDE BY GORILLA 76
Enhancing Business Development with Marketing Automation A BUSINESS GROWTH GUIDE BY GORILLA 76 The future of marketing has arrived. Rather than big media budgets and guessing games, it s rooted in smart
More informationTECHNOLOGY BRIEF. Business Benefits from Radio Frequency Identification (RFID)
TECHNOLOGY BRIEF Business Benefits from Radio Frequency Identification (RFID) Executive summary Today the largest government and business enterprises in the world are developing plans to deploy electronic
More informationBuyer s Guide to. Survey-Based. Lead Generation
Buyer s Guide to Survey-Based Lead Generation CONTENTS Introduction... 2 Challenge... 3 Solution- Survey-Based Lead Generation... 4-8 10 Key Attributes Introduction Selling technology solutions to successful
More informationStrategic Selection and Implementation of a Warehouse Management System (WMS)
Strategic Selection and Implementation of a Warehouse Management System (WMS) Presented By: Mike Rader June 30, 2011 AGENDA Introduction WMS Market Selecting a WMS Implementing a WMS 2 Mike Rader envista
More informationChapter 1 Introduction
1 CHAPTER This chapter lays the foundation for your increased understanding of the process of electrical estimating and submitting bids. It also covers the basic concepts about estimating and bidding that
More informationProject Success - Guaranteed 1
Project Success - Guaranteed 1 Presented by David Gardiner Strategic nature of projects The very size and nature of projects suggests that they have significant impacts on people, on the way things are
More informationDetermining the Economic Value of Preventive Maintenance
Determining the Economic Value of Preventive Maintenance Preventive maintenance has been more popular in principle than in practice over the years. One scarcely can argue with the idea of keeping equipment
More informationWhite Paper. Co-location. Co-location. Co-location. Considerations That Impact Your Business
White Paper Co-location. Co-location. Co-location. Considerations That Impact Your Business Your Business is Dynamic - Is your IT Infrastructure Keeping Pace? Whether you operate a small or medium-sized
More informationIntelligent Systems: Unlocking hidden business value with data. 2011 Microsoft Corporation. All Right Reserved
Intelligent Systems: Unlocking hidden business value with data Intelligent Systems 2 Microsoft Corporation September 2011 Applies to: Windows Embedded Summary: An intelligent system enables data to flow
More informationUse Measurement to Drive SharePoint User Engagement and ROI
Use Measurement to Drive SharePoint User Engagement and ROI Microsoft SharePoint, one of the most widely used software solutions in the world, has been successfully deployed and adopted across many organizations.
More informationAccurate Forecasting: The Heart of Call Center Success
Accurate Forecasting: The Heart of Call Center Success Accurate Forecasting: The Heart of Call Center Success Page 2 Overview In times of economic crisis and dwindling profits, it is more important than
More informationStarting a new Oil Analysis Program Burden or Benefit?
Starting a new Oil Analysis Program Burden or Benefit? Introduction So someone in senior management has finally realized the drain on the bottom line of your company caused by reactive maintenance in the
More information