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  • …..
  • Where we appeared from What we were created to do.. Ibec-cbi had done some work Ledu and EI have worked together for a long time Other Economic Dev initiatives such as east border region has done valuable work But there has never before been a mainstream organisation like ours
  • Won’t read this out Nine different ways to skin a cat
  • Growing by 9.5% per annum Both claim a surplus Trade stats critical
  • Transcript

    • 1. Dermot O’Doherty Senior Policy Adviser Inter Trade Ireland
    • 2. <ul><li>InterTradeIreland – an ‘inter-regional’ model </li></ul><ul><li>An ITI Role in Supply Chain Development/Management </li></ul><ul><li>Supply Network Shannon – a regional/sub-regional initiative </li></ul><ul><li>Importance of Knowledge &amp; Awareness – role of NITL </li></ul><ul><li>IT/Software Applications </li></ul><ul><li>Supply Chains to Networks &amp; Clusters </li></ul><ul><li>InterTradeIreland’s Future Work Programme </li></ul>PRESENTATION
    • 3. Night Sky in Ireland Concentration of Development
    • 4. “ A Body to exchange information and co-ordinate work on trade, business development and related matters, in areas where the two administrations specifically agree it would be in their mutual interest.” The Belfast Agreement, 1998 . ORIGINS of INTER TRADE IRELAND
    • 5. GOVERNANCE
    • 6. <ul><li>Co-operation on business development opportunities, North and South </li></ul><ul><li>Devising new approaches to business development </li></ul><ul><li>in areas such as research, training, marketing and quality improvement </li></ul><ul><li>Supporting business by making recommendations to increase enterprise </li></ul><ul><li>competitiveness in a north-south context in areas such as skills </li></ul><ul><li>availability, telecommunications, IT and electronic commerce </li></ul><ul><li>Promotion of north-south trade and supply chains - including </li></ul><ul><li>through business linkages and partnerships </li></ul><ul><li>Promoting cross-border trade events and marketing initiatives </li></ul>ROLE
    • 7. &nbsp;
    • 8. ‘ Supply chain management offers significant opportunities for companies located in Ireland to compete in global markets. InterTradeIreland should ensure it is on the agenda in the Boardroom of every company in Ireland’ ‘ The development and implementation of integrated information systems is a fundamental aspect of supply chain management’ ‘ InterTrade Ireland should encourage appropriate Government bodies, trade associations etc to act as ‘honest brokers’ in encouraging the development of collaborative efforts between companies in areas such as strategic sourcing and effective procurement of materials and servicing common customer bases’ Supply Chain Logistics and Transportation on the Island of Ireland - An Integrated Study
    • 9. Supply Chain Development/Management Legislative imperative for Inter Trade Ireland :- “ Promotion of north-south trade and supply chains, including through business linkages and partnerships  ” Strategic imperative:- All Island trade opportunities SCM involves - company relationships, flows of information, logistics, manufacturing process and management techniques ITI’s corporate plan 2002-2004 highlights a priority area for the organisation, within the knowledge channel domain of its strategy, as being: ‘to maximise the potential of supply chain management on the island’
    • 10. <ul><li>For InterTradeIreland </li></ul><ul><ul><li>Inter Trade Ireland must produce ‘added value’ </li></ul></ul><ul><ul><li>Be SME focused </li></ul></ul><ul><ul><li>Demonstrate a need to build capacity </li></ul></ul><ul><ul><li>Demonstrate a need for broad solutions </li></ul></ul><ul><ul><li>Be all Ireland in scope </li></ul></ul><ul><li>From research and consultation – </li></ul><ul><ul><li>Has to be of value to industry </li></ul></ul><ul><ul><li>Has to build on what is already in place </li></ul></ul><ul><ul><li>Must not duplicate </li></ul></ul><ul><ul><li>Has to be flexible enough to allow different companies, sectors and themes to be incorporated </li></ul></ul><ul><ul><li>Has to be sustainable </li></ul></ul>Programme Principles arising from CMI Report
    • 11. <ul><li>Improve competitiveness </li></ul><ul><li>Generate innovation </li></ul><ul><li>Help ‘oil’ cross border trade opportunities </li></ul><ul><li>Bridge - </li></ul><ul><ul><li>* Differences in programme provision across the Island </li></ul></ul><ul><ul><li>* Differences in capacity to support </li></ul></ul><ul><ul><li>* ..and share differences in company practice </li></ul></ul><ul><li>North/South programme provision versus boundary-less business – business is borderless, programme provision is not </li></ul><ul><li>Apposite timing </li></ul>The Need – An all-Island supply chain programme
    • 12. <ul><li>The Problem - How to get companies, institutions and partners, to share best practice and work together cross-border where possible to apply SCM tools and techniques to raise SME competitiveness </li></ul><ul><li>The Solution - The creation of a facilitated all-Island forum/network to: </li></ul><ul><ul><li>Promote an awareness of supply chain issues and their importance to competitiveness </li></ul></ul><ul><ul><li>Close gaps in capacity to support SME’s in tackling supply chain issues </li></ul></ul><ul><ul><li>Bridge differences in programme provision </li></ul></ul><ul><ul><li>Share best practice </li></ul></ul><ul><ul><li>Generate and build on innovative programmes that utilise supply chain techniques </li></ul></ul><ul><ul><li>Raise the competitiveness of SME’s </li></ul></ul><ul><ul><li>Generate all-island trade opportunities </li></ul></ul>The SCM Forum/Network
    • 13. The Programme: Stage 1 - SCM Capacity Network All Ireland Supply Chain capacity Network Educators Centres Expertise Companies Public agencies
    • 14. <ul><li>Clearly cross border and strategic </li></ul><ul><li>Gives focus on pertinent all-Island topics </li></ul><ul><li>Introduces new participants to a networking programme </li></ul><ul><li>Share of best practice </li></ul><ul><li>Reduces costs of access to tools and techniques (by group purchasing) and costs of development of new ones </li></ul><ul><li>Review programme development and achievements </li></ul><ul><li>Tackle barriers to implementation </li></ul><ul><li>Address themes e.g. client procurement, particularly in the public sector - can be tackled </li></ul>SCM Network – the advantages
    • 15. Galway Limerick Cork Shannon Tralee
    • 16. An Industry-led initiative aimed at Representing, Promoting, Developing and Connecting Sub-Supply companies in the Shannon Region SNS works with and for all Engineering and Electronics Sub-Supply companies in the Shannon Region and helps to reinforce the Region ’ s position as a World Class source of Sub-Supply Products and Services Partner Organisation - Supply Network Shannon
    • 17. Collective Marketing - Promoting the Sectoral Capabilities Web-Site - Fully Active Site for Promoting the Network, with Member Links Technical Seminars - On Issues of Relevance to Sub-Supply Companies Benchmarking - Sectoral Surveys of Company Performance Social Events - Golf Outings etc. eMail Forum - For Speedy Communication with Industry Peers Networking - Through Informal Meetings with Fellow Members Company Visits - To Buyer and Supplier Sites Exhibition Participation - Profiling the Network Nationally &amp; Internationally Member Profiling - Use of Slogan; ‘ Member of Supply Network Shannon ’ Specific Issues - Formation of Special Interest Groups Benefits of Membership
    • 18. Upcoming SNS Events   Plant TourTakumi Precision Engineering &amp; Barbecue Raheen Industrial Estate, October 18th 2.30 p.m Supply Chain and what it means to you – Your Opinions are Needed ! ‘ Supply Network News’
    • 19. <ul><li>Pilot Project Buy-in from firms, North &amp; South </li></ul><ul><li>AAppointment of Key Personnel over 2 Year Programme </li></ul><ul><li>PPilot Contracts &amp; incorporation of New Company </li></ul><ul><li>IIn-company Diagnostics </li></ul><ul><li>TTraining &amp; Upskilling </li></ul><ul><li>IInvestment/Financing </li></ul>SNS Cross-Border Supply Chain Initiative
    • 20. National Institute of Transport &amp; Logistics &amp;quot;Centre of Excellence&amp;quot; for Supply Chain Management NITL&apos;s mission is to promote the development of supply chain expertise in Irish business, both private and public NITL provides Training and Education, Consultancy &amp; Resea rch in Supply Chain Management Partner Organisation - NITL
    • 21. <ul><li>Companies of all sizes, from small to medium - sized firms to large multinational companies including </li></ul><ul><li>M Manufacturing/ Assembly </li></ul><ul><li>P Process &amp; Service Industries </li></ul><ul><li>R Retail Industries </li></ul><ul><li>A Agriculture and Food Industries </li></ul><ul><li>R Recycling and Waste Management </li></ul>Who does the NITL work for?
    • 22. <ul><li>T Transport Providers </li></ul><ul><li>V Value- Added Logistics Providers and Integrators </li></ul><ul><li>F Ferry and Sea Shipping Companies </li></ul><ul><li>A Airlines (both Passenger and Cargo) </li></ul><ul><li>A Airports/ Ports </li></ul><ul><li>Public Services (Rail and Road) </li></ul>Who does the NITL work for ?
    • 23. <ul><li>Who should attend? </li></ul><ul><li>- S enior decision maker s </li></ul><ul><li>- Middle management, responsible for implementing decisions </li></ul><ul><li>- Junior staff or student s , interested in both understanding SCM and a SCM career </li></ul><ul><li>Policy makers in organisations , both public and private </li></ul><ul><li>The Road Show is a professional, flexible multimedia presentation, approx. 30 minutes </li></ul>NATIONAL ROAD SHOW
    • 24. <ul><li>Awareness – firms not using latest solutions </li></ul><ul><li>Systems not integrated across company or supply chain </li></ul><ul><li>Need creative IT strategies </li></ul><ul><li>Lack of ‘Software Product’ Information </li></ul><ul><li>Lack of Infrastructure?? </li></ul>ICT/E.BUSINESS &amp; SCM - ISSUES
    • 25. SUPPLY CHAIN SYSTEM
    • 26. An annual directory , provid ing a range of solutions from ‘ point ’ solutions ( applicable to a particular task or business function such as transport management or warehouse management ) to ‘ enterprise ’ solutions through to applications for the management of the total supply chain SUPPLY CHAIN SOFTWARE DIRECTORY - NITL
    • 27. <ul><li>CLUSTERS </li></ul><ul><li>Have established over time a relatively high degree of collaboration </li></ul><ul><li>Usually based on local / historical / sectoral agglomerations and supply linkages </li></ul><ul><li>Traditional sectoral specialisation in a relatively restricted geographical area </li></ul><ul><li>The Italian industrial dist r icts , e.g. the Emilia region , are good examples of cluster development </li></ul>SUPPLY CHAINS TO CLUSTERS &amp; NETWORKS
    • 28. NETWORKS: Collaboration is more ad-hoc and less structural Firms collaborate to satisfy specific needs (R&amp;D, market information etc.) Networks of firms are less bound by close communication Clusters usually involve networking/ Specialised networks of firms may evolve into clusters
    • 29. <ul><li>Between Firms - Adaptive, non-hierarchical forms of networks </li></ul><ul><li>Within Firms - Set of organisational principles replacing hierarchical firm </li></ul><ul><li>Increasing relevance of specialisation and expertise </li></ul><ul><li>Globalisation </li></ul><ul><li>Technological Discontinuities </li></ul>NETWORKS &amp; CLUSTERS TO ‘VIRTUAL ORGANISATIONS’
    • 30. Company Champions project Support the training of “company champions” in specifier companies Company champions orchestrate, with programme support, supplier development programmes Supplier A Supplier B Supplier C Supplier D Specifier company N Ireland S Ireland

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