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Unido Rail&Harbour25 08 08
Unido Rail&Harbour25 08 08
Unido Rail&Harbour25 08 08
Unido Rail&Harbour25 08 08
Unido Rail&Harbour25 08 08
Unido Rail&Harbour25 08 08
Unido Rail&Harbour25 08 08
Unido Rail&Harbour25 08 08
Unido Rail&Harbour25 08 08
Unido Rail&Harbour25 08 08
Unido Rail&Harbour25 08 08
Unido Rail&Harbour25 08 08
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Unido Rail&Harbour25 08 08

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  • Transcript

    • 1. A collaborative supply chain alignment and development platform Maximising participation within local and global supply chains
    • 2. <ul><li>Competition is increasingly moving from a single company level to integrated supply chains competing to industry-wide collaboration </li></ul><ul><li>Although local demand may peak within the next number of years, we need to ensure integration into global supply chains to maintain growth and sustainability </li></ul><ul><li>We need to accelerate our ability to align, integrate and compete. This takes effort from both the buyer and supplier organisations </li></ul><ul><li>This programme is aimed at the total railway and harbour industries and provides a simple platform to align the participants and drive ongoing development </li></ul>The aim of this approach is to maximise local participation in local and global supply chain opportunities
    • 3. This is therefore a collaborative model which aligns the various stakeholders around a common development platform <ul><li>Collaborative forum and IT platform </li></ul><ul><li>Buyer requirements, </li></ul><ul><li>Supplier capabilities, </li></ul><ul><li>Alignment of development support, </li></ul><ul><li>Managing financial investment risk and performance </li></ul><ul><li>Tracking of development areas, </li></ul><ul><li>Accelerating competitiveness. </li></ul>Alignment Suppliers Buyers Development agencies Financial institutions Suppliers Buyers Development agencies Financial support organisations Alignment Suppliers Buyers Development agencies Financial institutions
    • 4. The programme cascades through the supply chains with organisations acting simultaneously as both buyers and suppliers Buyers Sphere of Control Buyers Sphere of Influence Procurement teams embed local procurement requirements in RFx and contract negotiation process Procurement teams identify ED opportunities and advise on available partners Focus of Procurement Teams Typical Supply Chain Structure Buyer Tier 1 Suppliers (i.e., OEMs, System Integrators) Tier 2 Suppliers (i.e., System or Subsystem Assemblers) Tier 3 Suppliers (i.e., Component Manufactures) Tier 3 Suppliers (i.e., Other Input Industries
    • 5. Confidential and Proprietary Information PERFORMANCE Stage: 5 World Class Stage 1: Minimal Stage 2: Basics Stage 3: Competent Stage: 4 Advanced Stage 0: Innocence The evaluation benchmarks organisations in terms of the typical migration path towards world-class performance It therefore ensures the appropriate building blocks are in place and to accelerate the development of a company, or the total industry as a whole, towards world-class performance Typical migration path towards world-class performance
    • 6. Confidential and Proprietary Information Companies are therefore benchmarked against world-class competitiveness across a number of key performance areas 1 2 3 4 5
    • 7. Confidential and Proprietary Information It provides a detailed view of how the company rates against buyer, or other, expectations and the means to address performance gaps Exceed Expectations Below Expectations
    • 8. The intelligence within the database provides us with the ability to drive growth and development across the industry Confidential and Proprietary Information Individual company level (Micro Level) Monitoring and development on an individual company level Supply chain view As a comprehensive vendor management solution across the total supply chain As an industry development solution Monitoring and development of all the companies who belong to a specific industry As an economic development solution (Macro Level) As a means to monitor and intervene on a collaborative basis across the economy This is a simple, yet comprehensive solution which provides a common base for the various stakeholders to collaborate
    • 9. Participating buyers can use the programme to increase supplier performance and achieve local development objectives <ul><li>How we deliver this? </li></ul><ul><li>Provide buyers with information engage with appropriate supply chain partners </li></ul><ul><ul><li>Identify local suppliers who can supply competitive goods for local and global contracts </li></ul></ul><ul><ul><li>Identify areas in their supply chain to spend their firm’s enterprise development funds and hence ensure that the funds are spent in areas beneficial to the buyer’s organisation </li></ul></ul><ul><ul><li>Monitor and track their suppliers implementation of improvement plans </li></ul></ul><ul><li>Providing greater visibility of the quality of immediate supplier market as well as supplier’s supplier market </li></ul><ul><li>Funds spent on developing qualifying suppliers can be used to claim enterprise development points </li></ul>Value Proposition to Buyers Achieving local procurement and development goals whilst enhancing the management of supply chain partners
    • 10. Participating suppliers can use the programme to achieve sustainable growth and participate in local and global supply chains <ul><li>How we deliver this? </li></ul><ul><li>Provides a collaborative framework to work with buyers and other supply chain partners </li></ul><ul><li>Provide suppliers with a view of the aggregated demand from participating buyers </li></ul><ul><li>Enable suppliers to benchmark their operations against the requirements of buyers and hence set market related targets for improvement programmes </li></ul><ul><li>Enable suppliers to benchmark their operations against international standards </li></ul><ul><li>Provide suppliers with access to local and international experts to help them define and implement improvement programmes </li></ul><ul><li>Provide suppliers an opportunity to benchmark their own supplier base and hence strengthen their own supplier base and enhance their BEE rating. </li></ul>Value Proposition to Suppliers Sustainable growth through supply chain alignment and competitive improvement
    • 11. The Benchmarking and Supplier Development Process Ongoing improvement cycle
    • 12. Next steps Capture basic who’s who company info on the system to participate <ul><li>Capture info on www.benchmark2grow.org or phone the help- desk on 012 394 5537 </li></ul><ul><li>You can also simply complete the form and we will capture it </li></ul><ul><li>Receive password to access the full system within a few days </li></ul>Train internal champions within buyer/supplier organisations <ul><li>A two-day training course aimed at senior executives who drive competitiveness improvement and growth </li></ul><ul><li>The cost of the training will initially be sponsored </li></ul>Deploy the initiative in-house <ul><li>Supplier organisations conduct a self-assessment and use the platform to drive internal performance </li></ul><ul><li>Buyer organisations capture their procurement opportunities </li></ul><ul><li>Note that most organisations play both buyer/supplier roles </li></ul>Share information and collaborate <ul><li>Share contract info and look at the readiness and preparation required to absorb these opportunities </li></ul><ul><li>Seek further growth opportunities in global supply chains on a similar basis </li></ul>

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