Supplier Relationship Management

Size: px
Start display at page:

Download "Supplier Relationship Management"

Transcription

1 Supplier Relationship Management Leveraging SRM to drive holistic Procurement agenda Supply Link, 2013 Saurabh Tiwari AP, Procurement COE

2 Agenda flow Mondelēz International Introduction Procurement challenges ; Why SRM and SRM framework Business Context and Procurement challenges SRM Approach to link business to SRM SRM Implementation Benefits realised Future Scope

3 Creating Delicious Moments Of Joy Mondelēz International Overview February 2013

4 Key Procurement challenges Key challenges Cost and service delivery Supplier partnership Business analytics and contract compliance Key opportunities Supplier relationship management and integration Supplier involvement in business processes Leveraging technology

5 Findings from a survey done to understand Procurement supplier interface to understand key issues faced? By you from supplier By supplier from Procurement Delivery reliability Meeting exact specifications / changing without info Lack of capacity creation as per requirement Lack of adoption of new technology / ideas Lack of stability on prices Payment Forward visibility of plans Price increase in line with inflation Issue resolution inventory, detention, etc Lack of lead time Only penalty, no reward Holds delivery when rate increase not More focus on price reduction given The realisation shared was that we spend time chasing things which are influenced Transparency by of supplier communication and vice versa the approach to SRM is about right focus on right matters 5

6 Why SRM A global study involving more than 900 companies identified that companies with SRM consistently identified and realized incremental value in the range of 23% from strategic supplier relationships, across multiple value levers - Hughes, Jon and Webb, Mark, Business Relationship Management: The four Faces of Building Value with Strategic Suppliers, Future Purchasing Successfully harnessed, supplier relationship management can Channel innovation into an organization -Accenture For companies who have successfully done SRM, 40% of product innovations come from vendors. -Corporate Executive Board (PSC) SRM greatly reduces fire fighting changing the mix of activities from 40% proactive to 70% proactive. -Corporate Executive Board (PSC) Without a robust SRM discipline, 75% of strategic sourcing savings can disappear within 18 months. -Corporate Executive Board (PSC) Over the life of the SRM program, the company calculated an internal rate of return in excess of 200%. -Vantage Partners No SRM program can be successful or build internal support unless the people tasked with making it work have the right skill and tools at their disposal. -Vantage Partners I would estimate that our return on investment from SRM is more than 50:1 for cost reductions alone and more than 100:1 when incremental revenue is included. Vantage Partners Effectively managing supplier relationships avoids significant value leakage and lays the groundwork for achieving breakthrough innovation and obtaining Customer of Choice status - Corporate Executive Board (PSC)

7 The Basic Elements of SRM Segmentation Current Characteristics Strategic Selection Measurement Supplier Scorecard Value Delivery Template Relationship Optimizer Innovation Measure SRM Expectations Sponsorship Governance Category & Supplier Strategy Service Level Agreement Development Plans Value Delivery Targets Activities Formal Meeting Processes Risk Management Service Level Management Total Cost Management Innovation

8 Delivering incremental business value requires a broader focus than price Risk Management it is about working with suppliers to identify and manage risks in the external supply chain (e.g. quality, commercial or ethical sourcing risks) which could adversely impact us. Service Level Management it is about measuring and managing performance to achieve the service level standards agreed between the supplier and us. Cost Management it is about working with suppliers to identify and implement opportunities to reduce the Total Cost of Ownership of raw materials and goods/services while maintaining or improving quality. Innovation it is about working with suppliers to identify and implement opportunities to increase product/business revenues through innovation in raw material, product or services that meet consumer and customer needs.

9 Pre requisites to SRM Category Strategy Business Needs and link to Procurement strategy Supplier Segmentation and Strategy Supplier strengths and link to business needs Supplier Willingness Supplier and customer positioning Signed contract Mutual Strategic Fit SRM Leader/s Agreed

10 Business Context

11 You may wonder what challenges a dominating market share company may be facing?

12 Business challenges Thrust Area Existing KPIs Additional challenges Growth Strategic sourcing Plan adherance + Site / category specific solutions Speed to market Managing growth and complexity Efficiency Cost management Value optimisation + Write off reduction Days of EM / PM inventory Value delivery from suppliers Capability Quality Customer Feedback + Reliability and Responsiveness Strengthening process and Leveraging IT Building sustainable external partnership - Reorienting Procurement to Effective partners in Reliable and Profitable Growth - Driving competitive advantage by matching business needs to supplier capability

13 SRM Strategy / Approach

14 SRM : 12 spoke Model to pursue Multi Dimensional Excellence Building a WHEEL OF Supplier Relationship Management SRM EXCELLENCE Process System People Voice of Supplier

15 12 Spoke Solution Design with a STRONG CORE

16 Implementation Details Supplier Strategy & Performance Metrics IT Enablement Relationship Mapping & Performance Measurement Voice of Supplier

17 Spoke 1 - Linking Business Strategy to supplier strength Example Flexibles (Packaging) Commercial strategy Competitive industry with multiple supply options Consolidated upstream suppliers High potential for value engineering Supply chain strategy High change intensive category High supply process complexity Need of reliable supplier base to handle demand fluctuations Key business interdependencies Streamlined processes and cross functional participation needed to manage partnership Weightage X1 X2 X3 X4 X5 (New) Price 25% Innovation 15% Value Delivery 10% Quality 10% OTIF 20% Responsiveness 15% Lead Time (without freight) 5% Business Allocation has been mapped according to Business needs and supplier strengths X1 Best on innovation / quality. Needs to work on price. Suited for premium / high change products X5 New supplier. Best in price. Need to develop with simple SKU s X4 Overall best. Maximum volume share given to X4. Closer working with S&T needed Mechanism defined to refine supplier base selection basis dynamic business need

18 Spoke 2 - Supplier Segmentation Customised approach and not one size fit all Supplier A (Strategic) Supplier B (Key) Planning Horizon Ongoing to cocreate value Joint execution discussion Mode of Operation Experimentation and learning. Collaboration Continuous improvement through performance measurement Management level of involvement Diamond Relationship SRM platform Total Cost Management Innovation Diamond Relationship Half-yearly supplier workshops 2 by 3 framework to customise business approach

19 Spoke 3 - Supplier Service Level Agreement (SLA) SUPPLIER DEVELOPMENT SCORECARD PERFORMANCE MANAGEEMENT RISK ASSESSMENT What are my suppliers KRAs? Goal Measure Target Status Remarks Financial Risk 1 Healthy financial rating Improvement Plan Performance Delivery To be a risk free Supplier Quality RFT > 95% 1 No significant quality incidents in 2010 Complete 3 steps - ES acknowledgement, Sedex registration & SAQ 1 On track Goal Measure Target Status Remarks Quality - 25% Weightage Timeliness - 50% Weightage Internal and External Audit SAP vendor rating for Quality, Delivery and Quantity Minimum Score of 99% on CIL SAP Quality rating parameters 1 Consistent "First-Time-Right" on quality Target 100% Delivery on time 1 DIFOT > 95% for 2010 Quantity - 25% Weightage Target 95% on Quantity 1 Consistent delivery of full quantity Value Optimization Innovation Decideware rating on Minimum Decideware Rating 360 deg Feedback Rating 0 Decideware score of 52 Service Levels of 70 Goal Measure Target Status Remarks Supplier demonstrates % value benefits on annual Deliver at least 5% value commitment to Value % Savings Predicted spend benefits over annualized spend Optimization Goal Measure Target Status Remarks Supplier demonstrates commitment to innovation 1) Number of innovative ideas identified/implemented 2) % Topline Growth achieved 1) Implement atleast 3- innovative packaging concepts 2) Deliver at least 1% Top Line Growth 0 No new ideas implemented in 2010 Overall Score 67% Defined expectations and review frequency

20 Implementation Details Supplier Strategy & Performance Metrics IT Enablement Relationship Mapping & Performance Measurement Voice of Supplier

21 Spoke 4 - e-procurement Portal (Vendor Connect) The vendor also sees what Cadbury sees in SAP Key Features of Vendor Connect RFQ tool for small purchases by Ops team Ordering & Good receipt Process Approve Place Compare Upload Upload Upload View View Download Upload Vendor Registration Request for Quotation Post Quotation Item Specs Scheduling Agreement /Contract Purchase Order Purchase Order Acceptance Purchase Order Status Update Advance Shipment Notification Goods Receipt / Inspection Place View Place Accept View View Place Place Place View One tool addressing communication needs with Suppliers 1. Ordering and goods receipt process 2. Specification and their sign off by suppliers 3. Provide stock visibility and interface for VMI 4. Payment process 5. Vendor performance 6. General communications 7. Feed back from Suppliers Open solution system sits on top of any ERP and can be customized to suit changing needs Stocks View Upload Vendor Stock Factory Stocks/ VMI Place View Integrated SAP functionalities within system without any additional transaction by Cadbury users Payment Processes Upload Upload Upload Upload Place Upload Vendor Invoice Posting Released Payment Dr Notes Ledger Vendor Rating Bulletin Board View View View View Place View Browser Designed to feedback data into SAP (mainly Advance Shipping Notification) Benchmarked Information/Material flow to Best in Class processes Tracks and displays status of invoice/consignment at all stages to vendors Place Supplier Feed back View 3 Seamless visibility to supply partners to enable their success of reliability

22 Spoke 5 - Supplier Feedback Portal (Decide ware) How do we perceive our supplier performance? Customer Feedback Critical, but often neglected Objective Stakeholder Feedback through online survey for cross functional engagement Specific inputs and improvement feedback from each function Quality, Operations, R&D, Finance, Procurement Online tool for cross functional supplier feedback

23 Factory L&CO Central L&CO Procurement Spoke 6 - Internal Systems and Checks 11 % items with CS > 1 day Baddi Malanpur Thane Induri Bangalore Trios Warana Sampre Little Star Ludhiana Bhopal Streamlined supplier facing processes - SAP MRP and EM / PM tracker Automated the material ordering process through SAP MRP Implemented system checks & automated MIS reports to drive system hygiene & discipline Key check points include plan adherence, PR / PO availability, EM/PM material availability, safety stock / MOQ / lead time norms, master data hygiene, etc. MRP Process flow chart Proposed Material Requirement Planning Process Demand review for generating requirements at Branch- SKU level for 3 months Upload day wise requirements from FCS in SAP MRP Process ERP Health Tracker Reports to check RA Supply Review for generating requirements at Plant- SKU level for 3 months MRP run Maintain purchasing master data (Source List,Purchase Infor Record,Quota Arrangement check requirement proposals (Planned order/ Purchase Requisition) Senior management review- For checking challenges at brand level Yes Release Purchase orders Check whether quantity and dates in PR are OK Freezing of total SKU wise requirements for the coming two months No Convert Planned order/pr to Purchase order CL01 CL02 CL03 Overall Score Overall Score BOM Material Consumption Accuracy BOM Validity Alternate Material in BOM Alternate BOM Validity Material Master D Materials W Materials E/P Materials MRP Controller Production Plan Plan Availability for M Plan Adherence (MPSAI) Plan Changes in Freeze period (15 d) Purchase Availability of Purchase Masters PO Release Time Adherence Range Availability Partnering supplier success by effective IT platform to automate process health parameters and KPI measurement 100% 90% 80% 70% Factory Supply Chain Score Closing stock Closing Stock CS+PO+PR > Total > 1 day > Safety Stock reorder level Items Kuber 8 97% 25 90% 1 100% 245 Nilesh 1 98% 1 98% 0 100% 41 Sunil 5 95% 14 87% 1 99% 108 Minoo 22 93% 40 87% 3 99% 304

24 Implementation Details Supplier Strategy & Performance Metrics IT Enablement Relationship Mapping & Performance Measurement Voice of Supplier

25 Spoke 7 - The Paradigm Shift in redefining relationships From Hour Glass to Diamond Relationship Transactional Model Strategic Model S U P P L I E R ACCOUNT MANAGER PURCHASER C U S T O M E R ACCOUNT MANAGER S U P P L I E R C U S T O M E R SRM Process & Tool Kit PURCHASER The SRM toolkit is designed to help you manage this Strategic Model Talk & Let me Know Let s Start Talking 1 on 1! - Strengthening cross functional direct communication making it more effective - More frequent plant travel on both sides across interfaces

26 Spoke 8 - Supplier workshop and SRM forum Operational as well as Strategic Focus!! Scope Business Review Meet Anchored by Procurement Only strategic suppliers Senior mgmt participation Sign-off on next 6 month deliverables Focus on reliability, innovation, value delivery, 2-way feedback Supplier Workshop Anchored by plant All key/strategic suppliers Sessions on best practices, safety, quality Focus on resolution and joint solution design DELIGH T Integratio n Excellenc e Every Day Great Execution Leadership engagement and value creation Value creation Deliver on Basics Pre decided frequency of SRM meetings in either location

27 Spoke 9 - Supplier Performance management What gets measured, gets improved!! Qty Tolerance Minus 10% HIT To Be filled by factory Plus 10% MISS To be filled by supplier Not to be amended DIFOT Tracking Item Decription PO20122 PN12345 Hits 5 Item Code Misses 3 Remarks Total 8 Date Plan Actual HIT / MISS Plan Actual HIT / MISS 1-Nov-09 2-Nov HIT 3-Nov Nov-09 5-Nov MISS 6-Nov HIT 7-Nov Nov HIT 9-Nov HIT 10-Nov Nov HIT 12-Nov MISS 13-Nov Nov MISS 15-Nov Nov % % Vendor Performa nce 63% On time deliveries Root cause analysis MOQ Analysis VMI Tracking Min / Max Stock Norms Replenishment frequency DIFOT review with suppliers to enhance service reliability

28 Implementation Details Supplier Strategy & Performance Metrics IT Enablement Relationship Mapping & Performance Measurement Voice of Supplier

29 Spoke 10 - Forward visibility of business Securing the future of business partnership!! Item Year 1 Year 2 Year 3 Q1 Q2 Q3 Q4 H1 H2 Item A Item B Item C Item D Item E Grand Total years SKU-wise volume forecast given to key suppliers to plan capacities Plant-wise capacity expansion plans discussed during supplier workshops Vendor development and long-term strategy discussed during Business Review Meetings with strategic suppliers Moving from Customer-supplier relation to long term partnership relationship

30 Spoke 11 - Supplier best practices What can we do better? Best practice sharing by partners for us / other organisations are shared to foster constant improvement and horizontal deployment

31 Spoke 12 - Supplier feedback to Cadbury Are we preferred partners of our business associates? Survey Financial Transactions Transparency Feedback from 50 supplier representatives, gathered during 4 w orkshops in (Scale 1-5) What's working well Transparency and openness 1-on-1 issue resolution Sharing of CIL forw ard plans What can be better Leadtime adequacy Communication 3.6 Schedule adherence Timely payments and financial reconciliations Clarity of communication Planning & scheduling Development activities Top rated Customers Financial transactions P&G, Loreal Transparency P&G, Nestle Communication Marico, Nestle Planning & scheduling P&G, HUL Developmental activities HUL, Nestle Next steps Seek a dialogue w ith MDC for cross functional partnership to m ake Cadbury a 'Partner of Choice' w ith our suppliers. Continuous improvement journey through regular feedback

32 Meeting supplier expectations a priority Innovation The supplier feedback on concerns is used to strengthen solutions

33 Finally THE CORE : SRM Culture Partnership of choice It is not just the tools, processes but most importantly the Culture which drives and enables SRM Excellence Focus on Winning Together - CFTs Collaboration with Partners S&OP integration YES WE CAN BUILD BEST IN CLASS SRM platform Spirit of Mutual Trust Fuelling innovation through Early involvement in NPD CFT at work in one of the supplier workshops

34 SRM success rests on (i) Understanding business challenges (ii) Robust SRM platform and (iii) Driving the culture of mutual partnership of choice Solution framework Cross functional Execution Cross functional integration SRM / Workshop forums Strong Execution focus 34

35 Benefits Realized

36 Key outcomes from SRM Pre Post Growth 82% Availability 95% 70% On Time NPD 90 % 60% 75% SLA Adherance Efficiency Write offs Lead Times Inventory - 35% - 15% - 20% Value Delivery +68% Capability Responsiveness Reliability 3.2 Feedback scores Profitable growth while managing more changes and inflationary commodity - Creating a security zone for partners to work with us in resonance

37 Supplier facing metrics update Pre Post Business Share Growth Potential Opportunities Mutual partnership 70% 85% Payment On Time Efficiency 11% Vehicle turnaround Parked and blocked 25% 7% Obsolescence Capability 45 days 75 days + annual Business visibility Quality RFT 98.5% 99.1% days in advance Innovation partnership days in advance Business partners could see the value of SRM through clear benefits to them

38 Future Scope

39 The Next steps Initiate a Rewards and Recognition program Design a Supplier Innovation program Design a Supplier Evaluation Index

40 SRM An ongoing journey towards excellence SRM is an ongoing journey We need to stay the course We KEEP WALKING For there are miles to go before we sleep THANK YOU

41 Any Questions? Thank You Saurabh Tiwari Mobile :

42 The key questions addressed Issue Solution Design Work Track Supplier Strategy / Performance Yardstick How do we address business growth needs in the category? Which supplier has what strengths and what issues? On what parameters should the supplier performance be evaluated? How should we communicate and review plans with suppliers? How do we capture objective Supplier feedback? Mapping business needs to Sourcing Strategy Mapping category strategy to supplier strengths and weaknesses Supplier Performance Management Performance indicators IT Enablement e-procurement portal (Vendor Connect) with weekly offline review mechanism Use online surveys (Decideware) to collate cross functional feedback Supplier strategy Supplier segmentation Performance scorecard Vendor Connect Stakeholder feedback Enhance robustness on internal planning mechanism and tracking Generate auto-plans and track in house inventory through SAP SAP MRP and EM/PM tracker

43 The key questions addressed (contd) Issue Solution Design Work Track Relationship Mapping & Performance Management How should Cadbury and supplier organizations communicate? What platforms should the supplier organization and Cadbury interact? How should we share our plans and review the Performance parameters on an ongoing basis? How should forward visibility be given to supplier for dynamic capacity mapping? How do we receive supplier feedback? How will the supplier manage Risks / Service / Cost and Innovation? Redefine Supplier engagement strategy to drive Diamond relationship from traditional Hourglass strategy Create forums for cross functional participation and contribution Weekly S&OP Reviews, Monthly DIFOT scorecard, and Business review scorecard to track Voice annual of performance Supplier Process creation to ensure short-term flexibility and long term capacity availability Capture supplier feedback during supplier workshop and SRM meetings Create a forum through supplier workshops for best practice sharing Relationship mapping Supplier workshops and BRM platform Performance Management Forward business visibility Supplier feedback Supplier best practices

44 Top 3 Focus Areas for Procurement Managers Priority Challenge 1. Identify cost reductions (91%) Lack of visibility Low spend under management Lack of time for quality data analysis Lack of knowledge of sourcing opportunities Poor spend data quality and accuracy Disparate systems and data sources 2. Mitigate supply risk (47%) Lack of visibility and information Low spend under management Lack of time for quality data analysis Disparate systems and data sources 3. Improve processes (26%) Manual and time consuming processes Lack of time for quality data analysis Lack of standardised and efficient procurement processes Disparate systems and data sources Lack of contract compliance (and compliance metrics) Recently, Aberdeen estimates, inadequate sourcing competencies are costing mid-size firms U.S. more than $134 billion in missed supply savings opportunities annually. Source: The CPO's Agenda 2009, Aberdeen Group Transform the current Procurement Methodology

Using Technology to Streamline Procurement and the Supply Chain

Using Technology to Streamline Procurement and the Supply Chain Using Technology to Streamline Procurement and the Supply Chain August 2006 Agenda Where does Procurement fit into the overall supply chain process? Key Procurement process steps and using technology to

More information

MSD Supply Chain Programme Strategy Workshop

MSD Supply Chain Programme Strategy Workshop MSD Supply Chain Programme Strategy Workshop Day 2 APPENDIX Accenture Development Partnerships Benchmarking MSD s Current Operating Supply Chain Capability 1.0 Planning 2.0 Procurement 3.0 Delivery 4.0

More information

msd medical stores department Operations and Sales Planning (O&SP) Process Document

msd medical stores department Operations and Sales Planning (O&SP) Process Document msd medical stores department Operations and Sales Planning (O&SP) Process Document August 31, 2011 Table of Contents 1. Background... 3 1.1. Objectives... 3 1.2. Guiding Principles... 3 1.3. Leading Practice...

More information

Contract Management The Mavericks Won t Like This!

Contract Management The Mavericks Won t Like This! Contract Management The Mavericks Won t Like This! Keith Wallis How Much Did That Project Cost? Real Life Example Original contract amount $500K Variations scope changes not visible Total variations =

More information

Business Challenges. Customer retention and new customer acquisition (customer relationship management)

Business 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 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

eprocurement in South Africa

eprocurement in South Africa eprocurement in South Africa November 2009 Content The Journey Business Requirements Solution Offering The Journey The Integrated Financial Management System IFMS project is the lead phase of a priority

More information

EUROPEAN QUALIFICATION STANDARDS for LOGISTICS PROFESSIONALS

EUROPEAN QUALIFICATION STANDARDS for LOGISTICS PROFESSIONALS EUROPEAN QUALIFICATION STANDARDS for LOGISTICS PROFESSIONALS Preface The European Logistics Association (ELA) introduced since 1998 a set of Standards in Logistics and Supply Chain Management, which form

More information

Introduction. Table of Contents

Introduction. Table of Contents Introduction To stay competitive, you know how important it is to find new ways to streamline and save on your company s operations. Learning how leading companies handle commercial payments can give you

More information

September 17, 1:00 PM. Dean Sorensen, Founder, IBP Collaborative

September 17, 1:00 PM. Dean Sorensen, Founder, IBP Collaborative BUSINESS FORECASTING AND INNOVATION FORUM 2015 September 17-18, 2015 Boston, MA September 17, 1:00 PM Track A Session: Transforming FP&A via Strategic, Financial & Operational Integration Improve forecast

More information

CITY OF VAUGHAN EXTRACT FROM COUNCIL MEETING MINUTES OF FEBRUARY 17, 2015

CITY OF VAUGHAN EXTRACT FROM COUNCIL MEETING MINUTES OF FEBRUARY 17, 2015 EXTRACT FROM COUNCIL MEETING MINUTES OF FEBRUARY 17, 2015 Item 3, Report No. 5, of the Finance, Administration and Audit Committee, which was adopted without amendment by the Council of the City of Vaughan

More information

Visibility in the Supply Chain

Visibility in the Supply Chain Visibility in the Supply Chain Presenters Andrew Lam Vice President of Global Planning has been with the company for fourteen years working in multiple areas of the supply chain ranging from procurement,

More information

Rockwell Automation Supplier Handbook. Meeting Our Customer s Needs Through Supplier Partnerships

Rockwell Automation Supplier Handbook. Meeting Our Customer s Needs Through Supplier Partnerships Rockwell Automation Supplier Handbook Meeting Our Customer s Needs Through Supplier Partnerships 3 Doing Business a Better Way As a Rockwell Automation supplier, you are critical to our company s success

More information

Steel supply chain transformation challenges Key learnings

Steel supply chain transformation challenges Key learnings IBM Global Business Services White Paper Industrial Products Steel supply chain transformation challenges Key learnings 2 Steel supply chain transformation challenges Key learnings Introduction With rising

More information

Name of the system: Accura Supply Chain Name of the company offering it: Accura Software Link to website: http://www.accurasoft.

Name of the system: Accura Supply Chain Name of the company offering it: Accura Software Link to website: http://www.accurasoft. Seydi Abdishev, Activity #5, ID:100071130 1. Supply Chain Management Systems Name of the system: Accura Supply Chain Name of the company offering it: Accura Software Link to website: http://www.accurasoft.com/

More information

S procurement Strategies

S procurement Strategies Increasing Alignment with Finance Michael Kirk The Faculty Management Consultants The CIPSA Strategic Procurement Forum Perth, 22 nd August 2007 Agenda Introduction Stakeholder engagement as a key requirement

More information

Reinier Remmelink 20 februari 2014. Het nut van world class Supply Chain

Reinier Remmelink 20 februari 2014. Het nut van world class Supply Chain Het nut van world class Supply Chain Reinier Remmelink 20 februari 2014 20 februari 2014 Reinier Remmelink 1 Programma 18:00-19:15 deel 1 Introduction Context & Content Supply Chain Challenges Why assessing

More information

Supply chain maturity study Comparator report HSCNI

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

More information

A Approve New Sources I Improve Existing Sources M Monitor & Mitigate Supply Chain Risks

A Approve New Sources I Improve Existing Sources M Monitor & Mitigate Supply Chain Risks Supplier Quality Development Program/Performance Rating I. What is the Supplier Quality Development (SQD) Program? A. Primary Components of SQD Program B. SQD Key Strategies C. SQD Representative Responsibilities

More information

Procurement Outsourcing in an Automotive Air Conditioner Manufacturer in India: A SAP-LAP Analysis

Procurement Outsourcing in an Automotive Air Conditioner Manufacturer in India: A SAP-LAP Analysis Procurement Outsourcing in an Automotive Air Conditioner Manufacturer in India: A SAP-LAP Analysis Reeturaj Mishra Indian Institute of Management Rohtak MDU Campus, Rohtak, 124001, India Parikshit Charan

More information

ENTERPRISE ASSET MANAGEMENT (EAM) The Devil is in the Details CASE STUDY

ENTERPRISE 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 information

An Enterprise Resource Planning Solution (ERP) for Mining Companies Driving Operational Excellence and Sustainable Growth

An Enterprise Resource Planning Solution (ERP) for Mining Companies Driving Operational Excellence and Sustainable Growth SAP for Mining Solutions An Enterprise Resource Planning Solution (ERP) for Mining Companies Driving Operational Excellence and Sustainable Growth 2013 SAP AG or an SAP affi iate company. All rights reserved.

More information

Transportation Management

Transportation Management Inventory Optimization Transportation Management Distribution Management Order Management Store Inventory & Fulfillment Planning www.manh.com Delivering end-to-end visibility and control across your global

More information

CONTENT CONNECTIVITY COLLABORATION

CONTENT CONNECTIVITY COLLABORATION The DNA of every employee, company & supply chain is unique... DNAconnex provides the content & connectivity to deliver successful collaboration DNAconnex is a supply chain collaboration system that enables

More information

Strategies for optimizing your cash management

Strategies for optimizing your cash management Part of the Deloitte working capital series Make your working capital work for you Strategies for optimizing your cash management The Deloitte working capital series Strategies for optimizing your accounts

More information

Strategic Sourcing & Procurement Excellence

Strategic Sourcing & Procurement Excellence Strategic Sourcing & Procurement Excellence Mastering sustainable procurement strategies to generate significant value for your organisation through effective cost reduction and increased efficiency Singapore,

More information

Unlocking the Value of Distributors

Unlocking the Value of Distributors Unlocking the Value of Distributors Ed Borger, SVP of Operations John Lunger, VP Operations Strategy Bio Supply Chain Academy Conference November 8 th, 2011, Foster City, CA Industry dynamics drive Distributor

More information

VMI: Building a Demand Driven Program to Drive Working Capital Savings. October 2014

VMI: Building a Demand Driven Program to Drive Working Capital Savings. October 2014 VMI: Building a Demand Driven Program to Drive Working Capital Savings October 2014 Agenda Elemica SCON VMI Defined Benefits of VMI VMI Program Best Prac

More information

How To Be Successful In A Business

How To Be Successful In A Business A CFO s Perspective on How Supply Chain and Finance can Collaborate to Deliver Value by Joselito Diga CFO, Unilab SUPPLYLINK 2012 CONFERENCE Philippines Institute of Supply Management 19-20 April 2012

More information

Vendor Management Program Office Onshore or offshore?

Vendor Management Program Office Onshore or offshore? Vendor Management Program Office Onshore or offshore? Deloitte s previous article 1 discusses the five most common challenges which have prohibited clients from optimizing their Vendor Management (VM)

More information

Realizing the Full Value of GHX. A GHX Education Paper for Healthcare Supply Chain Professionals

Realizing the Full Value of GHX. A GHX Education Paper for Healthcare Supply Chain Professionals Realizing the Full Value of GHX A GHX Education Paper for Healthcare Supply Chain Professionals Realizing the Full Value Realizing the Full of GHX of GHX A GHX Education Paper for Healthcare Supply Chain

More information

Contents. Evolving Trends in Core Banking Transformation (CBT) Challenges Faced in Core Banking Transformation (CBT)

Contents. Evolving Trends in Core Banking Transformation (CBT) Challenges Faced in Core Banking Transformation (CBT) Contents Preface From the Editor s Desk Evolving Trends in Core Banking Transformation (CBT) 01. Customer Expectations and Next Generation Banking 05 02. Survival Driving Core Banking Transformation (CBT)

More information

The Training Material on Supply Chain Collaboration & Logistics Solutions has been produced under Project Sustainable Human Resource Development in

The Training Material on Supply Chain Collaboration & Logistics Solutions has been produced under Project Sustainable Human Resource Development in The Training Material on Supply Chain Collaboration & Logistics Solutions has been produced under Project Sustainable Human Resource Development in Logistic Services for ASEAN Member States with the support

More information

SAP Certified Application Associate - Procurement with SAP ERP 6.0 EHP6

SAP Certified Application Associate - Procurement with SAP ERP 6.0 EHP6 Exam : C_TSCM52_66 Title : SAP Certified Application Associate - Procurement with SAP ERP 6.0 EHP6 Version : Demo 1 / 4 1.You have received an order confirmation from a vendor. What do you have to do before

More information

Cognos Analytic Applications Sales Analysis

Cognos Analytic Applications Sales Analysis Cognos Analytic Applications Sales THE KEY TO CLOSING MORE AND LARGER DEALS FASTER IS UNDOUBTEDLY BUILDING STRONG CUSTOMER RELATIONSHIPS. WHEN A SALES ORGANIZATION HAS THE RIGHT INFORMATION ABOUT CUSTOMER

More information

ion Manufacturing Solution

ion Manufacturing Solution ion Manufacturing Solution Today with ion, while I am driving home I get to see all the information that I need, even when I am in a customer place I can take decisions looking at the information that

More information

Southern California AFP Luncheon

Southern California AFP Luncheon Working Capital Unharness your Cash Flow Southern California AFP Luncheon Michael Diekmann Director, Bank of America Merrill Lynch October 10, 2014 Understanding Working Capital Working Capital... = Current

More information

Transparency in Supply Chains

Transparency in Supply Chains Transparency in Supply Chains Rob Allan January 13, 2015 2014 IBM Corporation What is transparency Why is transparency so difficult How to achieve transparency Benefits of transparency IBM s road to transparency

More information

Automation & Process Improvement Strategies. Onno Maliepaard The Goodyear Tire & Rubber Company

Automation & Process Improvement Strategies. Onno Maliepaard The Goodyear Tire & Rubber Company Automation & Process Improvement Strategies Onno Maliepaard The Goodyear Tire & Rubber Company Agenda Intro Goodyear Tire & Rubber Company Organisational design principles behind Purchasing set up Automation

More information

Ensuring Optimal Governance and Relationship Management Between Parties

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

More information

Attachment 16.5 SA Power Networks: Supply Chain Strategy 2015-2020

Attachment 16.5 SA Power Networks: Supply Chain Strategy 2015-2020 Attachment 16.5 SA Power Networks: Supply Chain Strategy 2015-2020 SA Power Networks. Supply Chain Strategy 2015 2020 Executive Summary The Future Operating Model has identified business drivers that will

More information

Business Process Services. White Paper. Five Principles to Consider when Consolidating your Finance and Accounting Function

Business Process Services. White Paper. Five Principles to Consider when Consolidating your Finance and Accounting Function Business Process Services White Paper Five Principles to Consider when Consolidating your Finance and Accounting Function About the Authors Vikas Golchha, Associate Vice President, TCS Vikas is part of

More information

ERP & MRP II. Ekin Türkeli 997669 Ahmet Bayram 027243

ERP & MRP II. Ekin Türkeli 997669 Ahmet Bayram 027243 ERP & MRP II Ekin Türkeli 997669 Ahmet Bayram 027243 ERP: Enterprise Resource Planning ERP (From the 80's& 90 s) includes ALL Business Management Systems, Philosophies and Performance Evaluation at All

More information

How to Leverage SRM for Supply Chain Resiliency. How to Leverage SRM for Supply Chain Resiliency

How to Leverage SRM for Supply Chain Resiliency. How to Leverage SRM for Supply Chain Resiliency How to Leverage SRM for Supply Chain Resiliency Contents Introduction 3 Know Your Network 4 Map Criteria to the Right SRM Tool 5 Go Further: Define Processes for Resiliency 6 Execute Consistently for Success

More information

Optimizing Supplier Performance:

Optimizing Supplier Performance: Optimizing Supplier Performance: Essential Factors to Consider When Implementing a Supplier Performance Management System by Bevin Lyon & Paul Leavoy CONTENTS Introduction..........................................................................................................

More information

A To Do List to Improve Supply Chain Risk Management Capabilities

A To Do List to Improve Supply Chain Risk Management Capabilities A To Do List to Improve Supply Chain Risk Management Capabilities Investigators: Debra Elkins General Motors R&D Center Mailcode 480-106-359 30500 Mound Road Warren, MI 48090 Phone: 586-986-2750 FAX: 586-986-0574

More information

Oliver Wight Sales & Operations Planning and Demand Management as a Competitive Differentiator

Oliver Wight Sales & Operations Planning and Demand Management as a Competitive Differentiator Oliver Wight Sales & Operations and Demand Management as a Competitive Differentiator James Small Oliver Wight 1 Business Drivers and Benefits of Integrated Business (S&OP) % Respondents -- Business Drivers

More information

Understand the impact the POA & ASN has on the Perfect PO Kevin Wilson Q Data USA SESSION CODE: SC163

Understand the impact the POA & ASN has on the Perfect PO Kevin Wilson Q Data USA SESSION CODE: SC163 Understand the impact the POA & ASN has on the Perfect PO Kevin Wilson Q Data USA SESSION CODE: SC163 LEARNING POINTS List 1-3 key points that attendees will take away from your session. BEST PRACTICES

More information

Process Based Business Management. J Croker ThoughtPower July 2003

Process Based Business Management. J Croker ThoughtPower July 2003 Process Based Business Management J Croker ThoughtPower July 2003 Business Processes Market Leadership Why Sound Processes are Critical to Business Success Process Definitions Describing a Process Process

More information

Supply Chain Performance: The Supplier s Role

Supply Chain Performance: The Supplier s Role Supply Chain Performance: The Supplier s Role March 2005 Industry Directions Inc. www.industrydirections.com Companies of all sizes are realizing that they no longer have complete control over their market

More information

How IT Can Help Companies Make Better, Faster Decisions

How IT Can Help Companies Make Better, Faster Decisions How IT Can Help Companies Make Better, Faster Decisions How It Can Help Companies Make Better Faster Decisions Of the many different groups that make up a business organization sales, finance, human resources

More information

BIG DATA ANALYTICS: THE TRANSFORMATIVE POWERHOUSE FOR BIOTECH INDUSTRY ADVANCEMENT. David Wiggin October 8, 2013

BIG DATA ANALYTICS: THE TRANSFORMATIVE POWERHOUSE FOR BIOTECH INDUSTRY ADVANCEMENT. David Wiggin October 8, 2013 BIG DATA ANALYTICS: THE TRANSFORMATIVE POWERHOUSE FOR BIOTECH INDUSTRY ADVANCEMENT David Wiggin October 8, 2013 AGENDA Big Data Analytics Four Examples Global Supply Chain Visibility Demand Signal Repository

More information

ORACLE isupplier PORTAL

ORACLE isupplier PORTAL ORACLE isupplier PORTAL Key Features Supplier collaboration for complex goods and services Advanced supplier change order management PO status tracking Non-PO self-service invoicing Invoice dispute resolution

More information

Optimizing the Source to Contract Process to Maximize and Lock in Savings Patrick Eckhert Cardinal Health Head of Indirect Procurement

Optimizing the Source to Contract Process to Maximize and Lock in Savings Patrick Eckhert Cardinal Health Head of Indirect Procurement Optimizing the Source to Contract Process to Maximize and Lock in Savings Patrick Eckhert Cardinal Health Head of Indirect Procurement Program Goals and Overview Goal Share our strategy and approach for

More information

Case study : Manufacturing ERP. Copyright 2014. SOD Technologies Pvt Ltd

Case study : Manufacturing ERP. Copyright 2014. SOD Technologies Pvt Ltd Case study : Manufacturing ERP Manufacturing ERP Delivering flexibility Managing complexity & providing optimal service ADempiere allows us to build an interface which is custom made for the work done

More information

Optimizing Inventory in Today s Challenging Environment Maximo Monday August 11, 2008

Optimizing Inventory in Today s Challenging Environment Maximo Monday August 11, 2008 Optimizing Inventory in Today s Challenging Environment Maximo Monday August 11, 2008 1 Agenda The Value Proposition Case Studies Maximo/DIOS Offering Getting Started Q&A 2 Current Inventory Management

More information

The Beginners Guide to ERP for Food Processors

The Beginners Guide to ERP for Food Processors The Beginners Guide to ERP for Food Processors Technically, ERP stands for Enterprise Resource Planning software, but really it could stand for Everything Right & Profitable or Easier Realized Profits.

More information

Managing End-to-End Supply Chain Costs in a Down Economy

Managing End-to-End Supply Chain Costs in a Down Economy Managing End-to-End Supply Chain Costs in a Down Economy Jane Barrett Research Director, AMR Research jbarrett@amrresearch.com 617 350 1727 2009 AMR Research, Inc. Page 1 Jane Barrett Research Director,

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

E2 COLLABORATIVE INVENTORY MANAGEMENT

E2 COLLABORATIVE INVENTORY MANAGEMENT Module Brief E2 COLLABORATIVE INVENTORY MANAGEMENT In today s globally distributed manufacturing environments, vendor managed inventory (VMI) is a proven approach to creating highly responsive, demand-driven

More information

World Class Cloud Manufacturing ERP Software From $40/user. E-book - Cloud ERP Software Overview

World Class Cloud Manufacturing ERP Software From $40/user. E-book - Cloud ERP Software Overview World Class Cloud Manufacturing ERP Software From $40/user E-book - Cloud ERP Software Overview 1 Cetec ERP Advantage Technologically advanced with a long, proven history, Cetec ERP s powerful design and

More information

web3 esourcing Product Paper

web3 esourcing Product Paper web3 esourcing Product Paper web3 esourcing Functionality Wax Digital web3 esourcing is a powerful toolset for the professional purchaser looking to drive best value and optimise strategic sourcing outcomes.

More information

THE SUPPLY CHAIN MANAGEMENT AND OPERATIONS AS KEY TO FUTURE COMPETITIVENESS FOR RESEARCH, DEVELOPMENT AND MANUFACTURE OF NEW VEHICLES

THE SUPPLY CHAIN MANAGEMENT AND OPERATIONS AS KEY TO FUTURE COMPETITIVENESS FOR RESEARCH, DEVELOPMENT AND MANUFACTURE OF NEW VEHICLES Journal of KONES Powertrain and Transport, Vol. 18, No. 3 2011 THE SUPPLY CHAIN MANAGEMENT AND OPERATIONS AS KEY TO FUTURE COMPETITIVENESS FOR RESEARCH, DEVELOPMENT AND MANUFACTURE OF NEW VEHICLES Julen

More information

Tapping the benefits of business analytics and optimization

Tapping 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 information

Accounts Payable. How to Cut Costs and Improve Invoice Processing Efficiency

Accounts Payable. How to Cut Costs and Improve Invoice Processing Efficiency Accounts Payable How to Cut Costs and Improve Invoice Processing Efficiency Contents 3 4 Introduction The Challenges of Invoices 5 The Goals of Invoice Automation 6-7 The Key Elements of Invoice Automation

More information

OBIEE 11g Pre-Built Dashboards from Oracle Courtesy: Oracle OBIEE 11g Deployment on Vision Demo Data FINANCIALS

OBIEE 11g Pre-Built Dashboards from Oracle Courtesy: Oracle OBIEE 11g Deployment on Vision Demo Data FINANCIALS FINANCIALS General Ledger The General Ledger module provides insight into key financial areas of performance, including balance sheet, cash flow, budget vs. actual, working capital, liquidity. Dashboard

More information

Maximo ITSM Product Suite. Francois Marais

Maximo ITSM Product Suite. Francois Marais Maximo ITSM Product Suite Francois Marais What do we mean by Maximo Service & IT Asset Management (ITSM)? MAXIMO and TIVOLI Traditional Maximo Service desk (ITSM) NOW! Tivoli Service Request Manager TSRM

More information

Transportation Solutions Built on Oracle Transportation Management. Enterprise Solutions

Transportation Solutions Built on Oracle Transportation Management. Enterprise Solutions Transportation Solutions Built on Oracle Transportation Management Enterprise Solutions Optimizing transportation operations and ensuring improved customer service Today s complex and challenging business

More information

Wilhelmenia Ravenell IT Manager Eli Lilly and Company

Wilhelmenia Ravenell IT Manager Eli Lilly and Company Wilhelmenia Ravenell IT Manager Eli Lilly and Company Agenda Introductions The Service Management Framework Keys of a successful Service management transformation Why transform? ROI and the customer experience

More information

Masterminding Data Governance

Masterminding Data Governance Why Data Governance Matters The Five Critical Steps for Data Governance Data Governance and BackOffice Associates Masterminding Data Governance 1 of 11 A 5-step strategic roadmap to sustainable data quality

More information

QA Engagement Models. Managed / Integrated Test Center A Case Study

QA Engagement Models. Managed / Integrated Test Center A Case Study 1 QA Engagement Models Managed / Integrated Test Center A Case Study 2 Today s Agenda» Background» Overview of QA Engagement Models MTC & ITC» The Journey to Steady State» Transition Approach» Challenges

More information

Four distribution strategies for extending ERP to boost business performance

Four distribution strategies for extending ERP to boost business performance Infor ERP Four distribution strategies for extending ERP to boost business performance How to evaluate your best options to fit today s market pressures Table of contents Executive summary... 3 Distribution

More information

Working Capital Management

Working Capital Management Dr. Hendrik Vater, CFO DHL Supply Chain Southern Europe Working Capital Management The ICV s Guideline to Optimize Inventories, Receivables and Payables 2nd International Controller Conference in Croatia

More information

VISA COMMERCIAL SOLUTIONS BEST PRACTICES SUMMARIES. Profit from the experience of best-in-class companies.

VISA COMMERCIAL SOLUTIONS BEST PRACTICES SUMMARIES. Profit from the experience of best-in-class companies. VISA COMMERCIAL SOLUTIONS BEST PRACTICES SUMMARIES Profit from the experience of best-in-class companies. Introduction To stay competitive, you know how important it is to find new ways to streamline and

More information

ORIGIN CONSOLIDATION

ORIGIN CONSOLIDATION THE RIPPLING BENEFITS OF ORIGIN CONSOLIDATION We ve all heard the axiom about getting started on the right foot. When applied to your supply chain, purchase order fulfillment can inadvertently influence

More information

Aligning Quality Management Processes to Compliance Goals

Aligning Quality Management Processes to Compliance Goals Aligning Quality Management Processes to Compliance Goals MetricStream.com Smart Consulting Group Joint Webinar February 23 rd 2012 Nigel J. Smart, Ph.D. Smart Consulting Group 20 E. Market Street West

More information

Supplier Relationship Management Analysis PURCHASING FINANCIAL SUPPLIER BUYER PERFORMANCE ANALYSIS PERFORMANCE PERFORMANCE

Supplier Relationship Management Analysis PURCHASING FINANCIAL SUPPLIER BUYER PERFORMANCE ANALYSIS PERFORMANCE PERFORMANCE Supplier Relationship Management Analysis PURCHASING FINANCIAL SUPPLIER BUYER PERFORMANCE ANALYSIS PERFORMANCE PERFORMANCE Organizations today are spending as much as 60 percent of their revenue acquiring

More information

How To Outsource Mro Supply

How To Outsource Mro Supply mro : indirect supply driving new efficiencies in the indirect supply chain Procurement & logistics strategies for maintenance, repair and operations (MRO) supplies A White Paper from the Americas Leader

More information

Recruitment Process: Why Outsource?

Recruitment Process: Why Outsource? Recruitment Process: Why Outsource? Open House November 2010 Think differently about work. John Loukas Manpower Business Solutions Director 2 RPO - Agenda RPO Overview - Definition RPO as a Talent Acquisition

More information

Improving pharmaceutical supply chain performance: Pilot programme

Improving pharmaceutical supply chain performance: Pilot programme Improving pharmaceutical supply chain performance: Pilot programme National Seminar - 6 December 2005 Frank Hill, Head of Supply Chain Services NHS Logistics Contents Background Objectives and methodology

More information

Purchase Order Management

Purchase Order Management RESEARCH BRIEF APRIL 2014 Improving Order and Fulfillment Operations: Purchase Order Management Sponsored by: Research conducted by: On behalf of: Introduction The growth of global supply chain has put

More information

Strategies for optimizing your inventory management

Strategies for optimizing your inventory management Part of the Deloitte working capital series Make your working capital work for you Strategies for optimizing your inventory management The Deloitte working capital series Strategies for optimizing your

More information

Visibility in the Import Supply Chain Getting a Clear View into Competitive Advantage

Visibility in the Import Supply Chain Getting a Clear View into Competitive Advantage Visibility in the Import Supply Chain Getting a Clear View into Competitive Advantage A GT Nexus White Paper Executive Summary Leading importers are reaping the benefits of end-to-end global supply chain

More information

Leverage Your Procurement Workflows in Release 12. Cal Kondratiuk O2Works, LLC

Leverage Your Procurement Workflows in Release 12. Cal Kondratiuk O2Works, LLC Leverage Your Procurement Workflows in Release 12 Cal Kondratiuk O2Works, LLC Learning Objectives After this presentation, you will be able to: Understand workflows in Advanced Procurement Analyze and

More information

Supporting the Perfect Order: Collaborative S&OP and VMI

Supporting the Perfect Order: Collaborative S&OP and VMI Supporting the Perfect Order: Collaborative S&OP and VMI October 30, 2012 Frankfurt, Germany Gary Neights Director, Product Management The Multi-Echelon Supply Chain Plan Your Supplier s Suppliers Your

More information

Infosys BPO. Point of View. Releasing Supply Chain Value Through Better Order Management. Andrew Dobosz, Andrew Dougal. www.infosysbpo.

Infosys BPO. Point of View. Releasing Supply Chain Value Through Better Order Management. Andrew Dobosz, Andrew Dougal. www.infosysbpo. Infosys BPO Point of View Releasing Supply Chain Value Through Better Order Management Andrew Dobosz, Andrew Dougal www.infosysbpo.com Order Management: Where Companies Are Today When companies attempt

More information

Vehicle Sales Management

Vehicle Sales Management Solution in Detail Automotive Executive Summary Contact Us Vehicle Sales Optimizing Your Wholesale Business Efficient Sales Collaborative Operation Faced with declining margins, automotive sales organizations

More information

The Diverse Manufacturing Supply Chain Alliance (DMSCA) The Corporate Mentoring Program (CMP)

The Diverse Manufacturing Supply Chain Alliance (DMSCA) The Corporate Mentoring Program (CMP) The Diverse Manufacturing Supply Chain Alliance (DMSCA) The Corporate Mentoring Program (CMP) Prepared For Minority Business Development Agency (MBDA) MBDA Initiatives in Advance Manufacturing December

More information

NEWS IN SUPPLY CHAIN IFS APPLICATIONS 9 JAKOB BJÖRKLUND, HÅKAN ANDERSSON

NEWS IN SUPPLY CHAIN IFS APPLICATIONS 9 JAKOB BJÖRKLUND, HÅKAN ANDERSSON NEWS IN SUPPLY CHAIN IFS APPLICATIONS 9 JAKOB BJÖRKLUND, HÅKAN ANDERSSON 2 IFS APPLICATIONS 9 SUPPLY CHAIN 100% EMBEDDED CRM PROCUREMENT AND SRM STORES WMS WAREHOUSE WAREHOUSE MOBILITY RETURNS & MULTI-SITE

More information

Introduction. Table of Contents

Introduction. Table of Contents Introduction To stay competitive, you know how important it is to find new ways to streamline and save on your company s operations. Learning how leading companies handle commercial payments can give you

More information

Part of the Deloitte working capital series. Make your working capital work for you. Strategies for optimizing your accounts payable

Part of the Deloitte working capital series. Make your working capital work for you. Strategies for optimizing your accounts payable Part of the Deloitte working capital series Make your working capital work for you Strategies for optimizing your accounts payable The Deloitte working capital series Strategies for optimizing your accounts

More information

HOW TO BUILD A STRATEGIC SOURCING ORGANIZATION

HOW TO BUILD A STRATEGIC SOURCING ORGANIZATION HOW TO BUILD A STRATEGIC SOURCING ORGANIZATION November, 2014 Louis Berard, Senior Research Analyst Global Supply Chain, Complex Spend, HCM Report Highlights p3 p4 p6 p8 78% of respondents find strategic

More information

4 Key Tools for Managing Shortened Customer Lead Times & Demand Volatility

4 Key Tools for Managing Shortened Customer Lead Times & Demand Volatility ebook 4 Key Tools for Managing Shortened Customer Lead Times & Demand Volatility 4 Key Tools for Managing Shortened Customer Lead Times & Demand Volatility S U P P L Y C H A I N Content Introduction Tool

More information

Six Key Trends Changing Supply Chain Management Today. Choosing the optimal strategy for your business

Six Key Trends Changing Supply Chain Management Today. Choosing the optimal strategy for your business A Knowledge-Driven Consulting White Paper 2009 Corporation Six Key Trends Changing Supply Chain Management Today Choosing the optimal strategy for your business Contents Demand Planning.........................................

More information

Electronics Components Manufacturing: The Path to Excellence

Electronics Components Manufacturing: The Path to Excellence Electronics Components Manufacturing: case study The Path to Excellence Successful electronics manufacturers design their supply chains around their key stakeholders specifically, customers, suppliers

More information

Best Practice exensys Asset Purchases

Best Practice exensys Asset Purchases Best Practice exensys Asset Purchases Table of Contents Introduction:... 3 Overview:... 3 Benefits:... 4 Conclusion:... 4 Introduction: Accounting of fixed assets is a complex task. To effectively manage

More information

Creating and Embedding a Customer Driven Supply Chain

Creating and Embedding a Customer Driven Supply Chain To get there. Together. Creating and Embedding a Customer Driven Supply Chain Point of view Contents Creating and Embedding a Customer Driven Supply Chain 3 How to Embed a Customer Driven Supply Chain

More information

A PRACTITIONER S VIEWPOINT

A PRACTITIONER S VIEWPOINT DISTRIBUTOR PERFORMANCE EXCELLENCE IN CPG INDUSTRY A PRACTITIONER S VIEWPOINT INTRODUCTION For the success of any CPG company in the emerging markets, multi-tied distribution plays a vital role in ensuring

More information

Two in one sweep: Sustainable Reduction of Transport Costs and CO2 with SupplyOn Transport Management

Two in one sweep: Sustainable Reduction of Transport Costs and CO2 with SupplyOn Transport Management Two in one sweep: Sustainable Reduction of Transport Costs and CO2 with SupplyOn Transport Management Combining Material and Transport- Management Processes SupplyOn, the shared supply chain collaboration

More information

Achieve greater efficiency in asset management by managing all your asset types on a single platform.

Achieve greater efficiency in asset management by managing all your asset types on a single platform. Asset solutions To support your business objectives Achieve greater efficiency in asset by managing all your asset types on a single platform. Obtain an entirely new level of asset awareness Every company

More information