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PowerPoint Design Services for Management Consultants,Private Equity Investors and CompaniesSample Chart LibraryJanuary 20...
Skill assessment and professional development in a global environment are keysuccess factors                              ...
Driven by the current challenges, Companies are moving towards global modelstogether with standardized / common processes ...
XXXXX has potential to improve purchasing health                                                                          ...
XXXXX’s purchasing health compared to industry                                                   Strategic                ...
… with an extensive geographical presence in Europe                      European branch network and banking subsidiaries ...
Enhancement of support and control over procurement activities throughprocesses and tools PO activities are, at present, ...
Efficiency benchmark of sourcing functionsXXXXX profile show a combination of high coverage and high performance amongFS p...
While XXXX has xx% market share on time spend in GER, in RU XX% of time spendis not allocated by one of the larger propert...
Unterschiedliche Themencluster befüllen die Innovationspipeline          A                                        Kerngesc...
Wir schlagen vor, zunächst Produktcluster „Sharing” (I, III, IV, IX) umzusetzen                                           ...
The different Facilities Management engagement models differ in terms of financialimpact and change management challenge  ...
Section 3: Selected InsightsX.X Major inbound transportation lanes                                                        ...
Section 4: RecommendationsPremium Freight Management                                                             Optimizin...
Section 4: RecommendationsLoad Consolidation                                                  Load Consolidation and Mode ...
PIC macro process         Processing (1/10)                                                            Actual production  ...
Adaptation           Predictability         of scheduled                                  interventions                   ...
Loading process description(XXX)= Indications for production                       Track journey across Honolulu plant    ...
Demographic development of Romanian population          Population by age & sex on July 1, 2007                           ...
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PowerPoint Design Services for Management Consultants,Private Equity Investors and Companies

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Transcript of "PowerPoint Design Services for Management Consultants,Private Equity Investors and Companies"

  1. 1. PowerPoint Design Services for Management Consultants,Private Equity Investors and CompaniesSample Chart LibraryJanuary 2012Confidential © 2006 - 2011 Outsource Professional Services - All rights reserved
  2. 2. Skill assessment and professional development in a global environment are keysuccess factors Skill assessment program Main Activities  Increased job rotation within 1 Customer procurement 5  International assignments 8 Language 4 2 Supplier (including frequent exchanges with CEE countries) 3  Cross functional people exchange 2 7 1  Formalised GP professional Mana- 3 Supply development paths gerial Base market  Dedicated high potential programmes Mature Advanced 6 Leadership / 4 Contracting Social 5 Negotiation 1 I, G, A, P only languages, Bulgaria © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  3. 3. Driven by the current challenges, Companies are moving towards global modelstogether with standardized / common processes and systems Procurement Organization Model Trends xxx xxx xxx New business xxx xxx models xxx xxx xxx xxx xxx xxx xxx xxx xxx Standard- xxx xxx Common systems ization xxx and processes xxx Level xxx xxx xxx xxx xxx xxx xxx Current systems xxx and processes Country Region Europe / Global Consolidation Level Achieved Financial Svcs Industry Current Trend Other Industries © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  4. 4. XXXXX has potential to improve purchasing health Share of participants, Percent xx% xx% xx% 30 Your company’s purchasing 30 health score 30 30 30 30 0 1.0 2.0 3.0 4.0 5.0 Average purchasing survey score1 Purchasing leaders Middle of the pack Purchasing followers Your company 1 Average purchasing scores by performance: purchasing followers x.x, Middle of the pack x.x, and Purchasing leaders x.x © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  5. 5. XXXXX’s purchasing health compared to industry Strategic alignment Strategic align- ment and Knowledge posture Mindsets and Capabilities and infor- aspirations and culture mation mgmt. 5 4 Talent Performance 3 manage- manage- 2 ment ment 1 0 Cross- Category Structure functional value creation and collaboration strategies systems Category Organiza- purchasing CategoryAverage scores tional processes management Your company: x.x structure and execution Your industry: x.x Strategic value All companies: x.x chain impact Your company Banking Industry average Range of xx% of (sample size xx) companies in industry © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  6. 6. … with an extensive geographical presence in Europe European branch network and banking subsidiaries Countries where the Group Countries where the Group operates operates via local banks via its own branches, representative controlled or in which it has offices, small banking subsidiaries, or a significant equity interest investment centers (Pioneer)  xx  DE – xxxxx  KZ – xxxxx  xx  AT – xxxxx  KG – xxxxx  xx  IT – xxxxx  PL – xxxxx  xx  AZ – xxxxx  RO – xxxxx  xx  Baltics – xxxxx  RU – xxxxx  xx  BA – xxxxx  RS – xxxxx  xx xxxxx  SK – xxxxx  xx  BG – xxxxx  SI – xxxxx  xx  HR – xxxxx  TJ – xxxxx  xx  CZ – xxxxx  TR – xxxxx  xx  HU – xxxxx  UA – xxxxx  xx  xx  xx  xx  xx © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  7. 7. Enhancement of support and control over procurement activities throughprocesses and tools PO activities are, at present, not systematically supported / monitored with IT tools. Major investments are needed in order to obtain an end-to-end control / management over the whole PO value chain Budget Demand Vendor Spend Negotiation Fulfillment Payment management management management analysis Not supported by IT tools Fully supported by IT tools Example of improvement needed / GAPs vs. best practice Improvement needed in Monitoring & Reporting tools Level of control Demand Vendor Must have Semanti Engine Negotiation management management Spending action  Vendor selection  Approval workflow Cost MIS planning MS Office  Vendor  On line-off line Identification / qualification negotiation (AS IS) strandardization of management  Vendor list goods / services  Operational contest needed  Vendor rating- ranking  Derogation excep-  Manual Cockpit  Dynamic spending  Full spending Demand based on Office analysis tool analysis tion to approval rules consolidation at  Vendor applications (excel)  Mono-dimensional  Multi-dimensional Group level monitoring  Contract manage- analysis (limited analysis (global ment alert category views) category view)  Contract search page Based  Negotiations  Spend data  Spend data Vendor management  Monitoring and on data reporting All Region Process need to be modified in order to have LTA coverage © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  8. 8. Efficiency benchmark of sourcing functionsXXXXX profile show a combination of high coverage and high performance amongFS peers Savings rate Sourcing Coverage ratio function ROI Volume per Automation buyer Low level Medium High Low Low Medium Medium High Medium Skills and seniority Stakeholder High process management High Supplier relation- ship management xxxx Average per item Best in class per item © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  9. 9. While XXXX has xx% market share on time spend in GER, in RU XX% of time spendis not allocated by one of the larger property portals Total Minutes (Million) DRAFT Germany France United Kingdom Russia Italy xx% xx% xx% xx% xx% xx% xx% xx% xx%xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% Unique Avg. Unique Avg. Unique Avg. Unique Avg. Unique Avg.Category Visitors Min per Category Visitors Min per Category Visitors Min per Category Visitors Min per Category Visitors Min per (000) Visitor (000) Visitor (000) Visitor (000) Visitor (000) VisitorXXXX x,xxx xx.x XXXX x,xxx xx.x XXXX x,xxx xx.x XXXX x,xxx x.x XXXX x,xxx x.xXXXX x,xxx xx.x XXXX x,xxx xx.x XXXX x,xxx xx.x XXXX xxx x.x XXXX xxx x.xXXXX x,xxx xx.x XXXX x,xxx xx.x XXXX x,xxx xx.x XXXX xxx x.x XXXX xxx x.xXXXX xxx xx.x XXXX x,xxx x.x XXXX x,xxx x.x XXXX xxx xx.x XXXX xxx x.xXXXX xxx x.x XXXX Xxx x.x XXXX xxx xx.x XXXX xxx x.x XXXX xxx x.xXXXX xxx x.x XXXX xxx x.x XXXX xxx x.x XXXX xxx x.x XXXX xxx x.x © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  10. 10. Unterschiedliche Themencluster befüllen die Innovationspipeline A Kerngeschäft B Rund um die XXXX Share of Wallet – Premiumservice Pricing 3.0 Anbieter Nachfrager Bewertungsportal Quellenvernetzung Regio Pricing … Dienstleistersuche Maklersoftware Variables Pricing Makler- C Brachenbuch Mobile Offensive XXXX XXXX Innovations - Pipeline (Energieausweis, Umzug- sliste, Mobile Couponing) Kern Wach- Opti- Augmented Reality stum onen F E D Immo-Spezialthemen1 Adsales Strategie Social Web Vermarktung Gewerbe Neue Werbeform Studenten-WG Social Search plattform Targeted Behaviour Social Sales / Anbieter Regiomärkte Provisionsfrei Leadgeneration (z.B.Saarland) 1 <______________> © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  11. 11. Wir schlagen vor, zunächst Produktcluster „Sharing” (I, III, IV, IX) umzusetzen D. Social Web Verwaltung Produkt- Nachfrager Anbieter vorgabenCluster von Kostenpflichtig / Kostenpflichtig /Netzwerkeffekten Kostenlos Kostenlos Umsatzgenerierend Umsatzgenerierend1 I f III IV Collaborative t Search f f w Übertragung von Aktionen der xxx Collaborative t Leadgeneration für t II Search Anbieter auf XXXX Nachfrager/Anbieter ins Social Internet Collaborative f w w t Evaluation w2 VI f VI V Social Infos t & Services f f w Übertragung von xxx Content/Tools ins Social Infos t Immo-Marktplatz t v & Services „Full Service“ Social Internet Immo-Marktplatz f w w t „Full Service“ w3 VII f VIII f f Immo-Markt- t Umsatzmodelle auf t Fun Apps t platz „No Frills“ w Basis von Adsales w Aktionen durch neuen xxx Content/Tools  Mein Balkon w im Social Internet führen zu xxx  Meine WG & Ich VII f  Wohnquartett Fun Apps für Anbi- t eter–virales Video w4 IX IX X XXXX Own X X Einbindung des Social Internet auf xxx Social Stream X Competitive Insight XXXX Own durch existierende Schnittstellen oder  Page Tweet II f Social Stream Collaborative  Backtype eigene xxx Lösungen t Evaluation w5 XI f IV f Social Stream Leadgeneration t t Sales w für Anbieter w Nutzung zu Business Intelligence und Kommunikation XII f xxx internal Social Stream Watch t w f Facebook t twitter w wer-kennt-wen x Ohne Social Internet Anbindung Priorisierter Produktvorschlag © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  12. 12. The different Facilities Management engagement models differ in terms of financialimpact and change management challenge Approaches to Facilities Services Sourcing High “Total FM” outsourcing Change management challenge  Catering Bundled services sourcing  Cleaning  Security  “Total Package” Individual services Outsourcing sourcing  Building maintenance  “Property management” Low Low Breadth of Impact High The trend is towards multi-category outsourcing, reflecting increasing supply market capability in this area over recent years © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  13. 13. Section 3: Selected InsightsX.X Major inbound transportation lanes Key Supply Chain Paths for UK PlantsReviewing the data from the detailed supply chain templates and the Schneider database indicates opportunities to rationalize the number of carriers, freight forwarders,and export agents by focusing on the key lanes of interest. Six lanes make up most of the transportation spend but we plan on analyzing all 8 lanes belowSuppliers xx Suppliers xxImport ports x Export Ports x# of Carriers xx India # of Carriers xDirect material spend $xxm UK Direct material spend $xxmInbound transport spend $x.xm Inbound transport spend $x.xmSuppliers x Suppliers x Export Ports x# of Carriers xx China # of Carriers xDirect material spend $xxm Direct material spend $xxmInbound transport spend $x.xm Europe Inbound transport spend $x.xm UKSuppliers xx Suppliers xExport Ports x Export Ports x# of Carriers xx US Japan # of Carriers xDirect material spend $xxm Direct material spend $xxmInbound transport spend $x.xm Inbound transport spend $x.xmSuppliers x Suppliers xExport Ports x Export Ports x Brazil# of Carriers x Mexico # of Carriers xDirect material spend $xxm Direct material spend $xxmInbound transport spend $x.xm Inbound transport spend $x.xm © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  14. 14. Section 4: RecommendationsPremium Freight Management Optimizing Premium Freight Transport Inputs a request  Location Spot rates Benefits  Time requirements  Weight / cube  Optimal cost for Material planner Web portal required delivery Request Routes parameters (e.g., Next 4 hr turnaround XXX Requirements day vs. 3 day vs. next Availability week) XXX Negotiated XXX Rates  Robust tracking of Premium freight management team premium events Preferred carriers Provide options within 4 hours  Based on CMI load enabling potential process improvements Option A Option B Option C Option D  Premium Freight Delivery XXX XXX XXX XXX group held account- Material Cost planner gives 1 Day 3 Day 1 week 1 Day able for lowering $ xx k $ xx k $xk $ xx k a request ??? (Need to delivery to EBU to con- overall cost / kilo for solidate with load by 1 pm GMT) Premium Freight Web portal Select & recommends Approves request Pickup scheduled Material Option B in Web portal In Web portal Plant manager planner (P&L owner) Establishing a premium freight management group that has accountability for lowering the cost per kilo for premium freight while also tracking and reporting on Premium Freight requests has great potential in lowering Cummins’ overall Premium Freight expense © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  15. 15. Section 4: RecommendationsLoad Consolidation Load Consolidation and Mode Shifting Pre-requisites Solution design Geographic lanes for consolidation Existing India FCL bi-weekly Daventry Supplier A ERP TMS LCL Monthly Darlington Supplier B WMS- Red LCL Quarterly  India to UK Prairie Stamford • Nhava Sheva Supplier C  China to UK • Shanghai Software as Proposed India  Europe to UK service Supplier A  Mercury gate  US to UK Option A • Expand CEVA EBU  GT nexus Real or vir- FCL Supplier B Virtual Decon relationship  Others tual con- Weekly solidation to all plants Supplier India • Halifax Dave- Dar- Stam- C ntry lington ford • Portsmouth FCL xPL Managed weekly Option B transport offering Daventry X-Dock Darlington Stamford Mode shifting / load consolidation and increasing container utilization will require some type of TMS either through internal ERP or outsourcing to a xPL. The main opportunity areas for the EMEA XXXXX project are the Europe to UK, India to UK, China to UK and US to UK routes. However any solution chosen will also enable same efficiencies for other regions of the world © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  16. 16. PIC macro process Processing (1/10) Actual production past month Prior P/C outputs Current PDP 1 Calculate from needs per family 2 Analyze prior PIC vs. actual for 1 Calculate from 2 Analyze prior 3 Initialize new Inventory on hand past month needs per family PIC PIC per <___> item 3 Initialize new PIC 4 Adjust Operations Macro routings / bill Objectives / Rules of labor Plan 4 Adjust operations plan 5 Internal capacity 6 External capacity 5 Internal capacity planning (Load profile / HR) (Compare load planning (for planning / for critical Macro BOM profile to min. / max. capacity) bottleneck) materials 6 External capacity planning (Critical Materials Needs) Optimize plan + Plan to 7 (Check feasibility) eventually remaining be optimi- Rework optimize plans issues necessitating zed / vali- with PIC actors Yes 7 Rework / optimize plan mgt decisions dated Each PIC actor PIC actors (Load balancing, knows the new 8 anticipation…) Prepare monthly figures and has meeting eventually worked 8 Prepare monthly meeting Family / Vehicle / 9 with the PIC (Measure adherence to Monthly PIC OCTs plant meeting coordinator to Production, Procurement, RH, Family level solve issues Financial plans) Item level Action plan Agreed PIC 9 PIC monthly meeting © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  17. 17. Adaptation Predictability of scheduled interventions Reliability IT Unscheduled intervention R&D Cost for the suppliers© 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  18. 18. Loading process description(XXX)= Indications for production Track journey across Honolulu plant Steps description Client complaints Other 2 companies 0 Collection certificate  “Some clients Control area New parking truck  entry to new enter the 1 parking parking where [Road] as there is no place left” 1 Security check  “Some ordinary [Guardrail] clients pass Other companies 2 Registration freight directly to main more Coffee bag Truck weight parking” Honolulu plant Main parking  “Having a track 3 Safe conduct to main OK is not 6 3 parking 0 always enough” 4 Office sales administration 5  “I never know 4 Call (to loading) who is gone to Factory pass” 5 Weighting of truck Front gate 6 Loading Driver corner x/x x/x (TV, shower) © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
  19. 19. Demographic development of Romanian population Population by age & sex on July 1, 2007 Population by sex & area, on July 1, 2007 xxxx Male Age Female Sex Area 100 Female Rural 95 90 85 xx.x% xx.x% xx.xx% xx.x% 80 75 70 Male Urban 65 60 55 Birth rate, mortality & natural increase 50 45 Rates per x,xxx inhabitants 40 Birth rate Mortality rate 35 30 Positive natural increase 30 Negative natural increase 25 20 20 15 10 10 5 1 0 250 200 150 100 50 0 0 50 100 150 200 250 1960 1970 1980 1990 2000 2010 © 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt
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