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Using the BRC/IOP Global Standard for Competitive Advantage
 

Using the BRC/IOP Global Standard for Competitive Advantage

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Instead of looking at the BRC/IOP Global Standard as something that you need to be able to trade with the retailers why not flip the idea and use it to drive competitive advantage? ...

Instead of looking at the BRC/IOP Global Standard as something that you need to be able to trade with the retailers why not flip the idea and use it to drive competitive advantage?

This presentation looks at why that makes sense and how you would go about it.

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    Using the BRC/IOP Global Standard for Competitive Advantage Using the BRC/IOP Global Standard for Competitive Advantage Presentation Transcript

    • How to Use the BRC IOP Standard for Competitive Advantage Presented by Jim Flynn - 29th August 2013 All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Introductions - The Team  Ben Taylor – Gael Ltd  Jim Flynn – Gael Ltd All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Agenda       All rights reserved worldwide. Copyright © 2013 Gael Ltd. What is Competitive Advantage? Examples of CA through QMS Real Case Studies How Can CA be Demonstrated? Summary Q&A
    • About Gael Ltd         All rights reserved worldwide. Copyright © 2013 Gael Ltd. Glasgow based solutions Co. 100 Staff Est. 21 yrs 2500 + customers in 70 Countries Roots in Quality Management 250+ Food, Drink & Packaging Customers BRC Business Services Partner 15% of UK & Irelands Top 100 F&B Businesses
    • What is Competitive Advantage? “An advantage that a firm has over its competitors, allowing it to generate greater sales or margins and / or retain more customers than its competition. There can be many types of competitive advantages including the firm's cost structure, product offerings, distribution network and customer support.” Source: Investopedia All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Two Different Types of Advantage • Comparative – Ability to produce at lower cost than competitors. • Differential – Unique Selling Points. Something no one else can do. All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Many Factors All rights reserved worldwide. Copyright © 2013 Gael Ltd.  Cost, e.g. Labour, Innovative Processes, Raw Materials, etc.  Production Methods, Efficiency, Innovation, A utomation  Distribution Network, Efficiency, Cost Effectiveness, Lead Times  Quality, Safety, Sales Effectiveness  Etc….
    • Three Activities Drive CA  Sell More Product  Reduce Costs  Increase Prices Quality and Product Safety Impact ALL THREE! All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Examples of Quality Driven CA        All rights reserved worldwide. Copyright © 2013 Gael Ltd. Integrated Management Audit Based Improvement CAPA Driven Responsibility Supply Chain Management Customer Management People and Training Systems Integration
    • Integrated Management  Growing a Regulated Businesses  Many Documents and Standards Across Multiple Departments  Becomes a Costly Task  Integrated Approach Helps Manage This  Drives Standards  Releases Value Added Time All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Audit Based Improvement       Operating to Many Standards Resource Intensive Multi Site Control an Issue Duplication of Effort Audit Automation Required Drives Corrective Action and Improvement Programmes  Focus on Eliminating Problems, Waste and ‘Dead’ Admin Time All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • CAPA Driven Responsibility  CAPA to Drive Performance  Separate Systems Doing the Same Thing  Spreadsheets, Databases, Word based  Islands of Data Wastes Everyone's Time  Cross Department Consistency Reduces Support Costs, Duplication  Leads to Increased Communication and Responsiveness  Things Get Done When People are Accountable All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Supply Chain Management  Supplier Relationships Are Key  Is an Annual Questionnaire Enough?  All Supplier are Not the Same  Communication and Collaboration Means Brining them Into Your QMS  One Source of Interaction For The Whole Business All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Customer Management  CRM, Complaints and Other Systems  Disconnected from Quality Objectives  Complaints Are Caused by the Business or its Suppliers  Workflow is the Answer  Analysis is the Key to Better Customer Relationships All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • People and Training  One Overall Business Approach  Planning and Scheduling  Aligning With Key Business and Quality Goals  Results will be Visible in Analysis All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Systems Integration  QMS and SAP / ERP not Talking  Causes Duplication of Effort and Delay  Automated SAP / ERP Generated CAPA is the Answer  Maximising Inventory, OTD and Minimising Customer Disruption All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Case Studies     All rights reserved worldwide. Copyright © 2013 Gael Ltd. RX Plastics Almarai Dairy Crest Glen Turner
    • RX Plastics  Simplified Document Control  Reducing Time Spent Reviewing and Distributing  Everyone Up to Date  Reducing Non Conformances  Driving Accountability Across The Business through Workflow  Focus on Improvement Programmes All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Almarai       Artwork and Design a Major Issue Approvals taking Weeks Information Getting Lost Difficult to Track Outstanding Issues Impossible to Identify Common Problems Enterprise Approach to Documents and Workflow  Instant Reporting and Analysis  Approvals now 48hrs  Continuous Improvement Culture All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Dairy Crest  Multiple Sites and QMS approaches  Duplication of Effort  Varying Standards  Common Supplier Issue Visibility an Issue  Central Control of Standards  Elimination of Duplication  Significant Cost Savings & Business Improvement All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Glen Turner         All rights reserved worldwide. Copyright © 2013 Gael Ltd. Manual Paper Based System Documents Out of Date Staff Not Following Procedures Very Time Consuming Could Track and Manage Key Tasks Lack of Root Cause Analysis Less time spent Pushing Paper More Time Spend Adding Value to the Business Through Improvement Programmes
    • Demonstrating CA  Must be Measured  CAPA Workflow is Critical in Capture  Analysis of     What is Working What's Not Working What's Costing the Business What Improvement Programmes are Required  Real Information Comes from and is Owned by the WHOLE BUSINESS All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • QMS Plays a Key Role  Provides the Framework for:  Implementing a Business Centric Approach  Driving Responsibility and Accountability  Capturing Quality, Product Safety and Compliance KPI Information  Providing Easy Analysis Information  Must Integrated Throughout the Business to Work  QMS is the Bedrock for all Competitive Advantage All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Summary  BRC IOP Global Standards are a Key Framework for What your Customer Wants  Represents Best Practice  It Implies a Systematic and Integrated Approach  Implemented Properly it can Drive REAL competitive Advantage through Excellence in Quality Management  Business are Doing This Already – Learn from Them All rights reserved worldwide. Copyright © 2013 Gael Ltd.
    • Thank You Thank you for viewing this presentation For more information contact us: Email: info@gaelquality.com Web: http://www.gaelquality.com linkedin.com/company/gael-ltd All rights reserved worldwide. Copyright © 2013 Gael Ltd. @GaelQuality