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IHS Consulting Services

Overview of several core capabilities provided via IHS Consulting Group

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IHS Consulting Services

  1. 1. IHS Consulting Offerings
  2. 2. The Source for Critical Information IHS is The Source for Critical Information and Insight ™ that powers growth and value for our clients. Products and solutions span four areas of critical information. From design engineering to maintenance and disposition From exploration to consumption From risk assessment to supporting military operations From material selection and management to hazardous waste disposal and emissions Security Product Lifecycle Energy Environment
  3. 3. About IHS <ul><li>In business since 1959, we are a leading global source of critical information and insight for customers in a broad range of industries </li></ul><ul><li>Data and deep expertise from industry-specialized professionals enables innovative and successful decision-making </li></ul><ul><li>Helping governments, and large multi-national companies to smaller companies, and technical professionals, in more than 180 countries </li></ul><ul><li>3,500 IHS colleagues in 22 countries </li></ul><ul><li>Revenue $844 million at year-end 2008 </li></ul><ul><li>IHS customers include 35% of the United States Fortune 1000 </li></ul><ul><li>IHS customers include 60% of the Global Fortune 500 </li></ul>
  4. 4. Why Customers Need IHS <ul><li>Improve your strategic decisions </li></ul><ul><li>Where to invest </li></ul><ul><li>How to invest </li></ul><ul><li>What return </li></ul><ul><li>Improve your technical decisions </li></ul><ul><li>How to manage project benchmarks and success rates </li></ul><ul><li>What technologies to deploy </li></ul><ul><li>What are the cost structures and project economics </li></ul><ul><li>What are technology best practices for similar assets </li></ul><ul><li>Insight </li></ul><ul><li>Breadth and depth of expertise </li></ul><ul><li>Quality of strategic research insight </li></ul><ul><li>Technical and operational capabilities </li></ul><ul><li>Information Products & Services </li></ul><ul><li>Breadth and depth of coverage </li></ul><ul><li>Data accuracy and expertise </li></ul><ul><li>Business process integration </li></ul><ul><li>Information access and visualization </li></ul><ul><li>Economic modeling </li></ul><ul><li>Relationships with over 370 content providers & industry leaders worldwide </li></ul>
  5. 5. Core Offerings for Manufacturing <ul><li>Market Planning </li></ul><ul><li>Cost Analysis & Forecasting </li></ul><ul><li>Strategy Support </li></ul><ul><li>Automotive Analysis </li></ul><ul><li>Commodity Flow Analysis & Forecasting </li></ul>
  6. 6. Analytic Framework <ul><li>IHS has a standardized process that focuses on building internal alignment within our customers' organization around the validity of the forecast or planning tool. We build models that are transparent and fully understandable. </li></ul>
  7. 7. The IHS Global Insight Approach Client Projects can include one or all of these steps – creating a continuum of service options.
  8. 8. How a Typical Consulting Engagement Works Copyright © 2009 Global Insight, Inc.
  9. 9. Optimize Your Planning Process through Sales Benchmarking … both in strategic planning and tactical management of your sales channels & resources. Unbiased Replace assumptions with facts about business drivers Precise Push the limits of available data into the market niches served by your company Best Practice Create a logical, rational & consistent methodology for forecasts. Understandable Everyone sees how the forecast is derived. The objective is Revenue & Margin Maximization…
  10. 10. Going Beyond the Trend Line Identify factors driving demand & create multiple customized benchmarks based on these weights by: Geography, Business Unit, Product Line, etc. … a Custom Benchmark can Anticipate Market Trends. Missed Market Growth from the Trend Line Approach… Benchmark – Relevant to What?
  11. 11. Sales Forecasting Models Put it all together in a forecasting model that takes into account the full range of demand dynamics
  12. 12. Optimize Your Planning Process through Market Sizing/Segmentation Identify market segments: geographic, demographics, business type, or industry Measure individual market segments to create accurate sales forecasts and build targeted sales & production strategies Conduct what-if scenarios One market segment suddenly declines, while another experiences an unexpected spike in orders—and what to do about it
  13. 13. Market Sizing – “Squaring the Cube” Available Data Array Integrated Data Array <ul><li>Product, Geography, Customer (Industry) Segments </li></ul><ul><li>Link internal, client, & 3 rd party data </li></ul><ul><li>Public Company data </li></ul><ul><li>Integrate the available market estimates and forecasts with other data </li></ul><ul><li>Fill in the gaps through industry usage factor modeling </li></ul>Geography Product Customer
  14. 14. Market Potential & Penetration Bubble Size = 20102 Market Potential Setting sales goals based on both market potential and market penetration provides a more realistic context for discussing performance and expectations for the future.
  15. 15. Core Offerings for Manufacturing <ul><li>Market Planning </li></ul><ul><li>Cost Analysis & Forecasting </li></ul><ul><li>Strategy Support </li></ul><ul><li>Automotive Analysis </li></ul><ul><li>Commodity Flow Analysis & Forecasting </li></ul>
  16. 16. Cost Analysis and Forecasting Consulting is tied to our Core Supply Chain Offerings <ul><li>Ask yourself….. </li></ul><ul><li>What information am I currently using to monitor purchasing performance? </li></ul><ul><li>What are my key commodity spends? </li></ul><ul><li>What areas of my organization are in need of better price information? </li></ul><ul><li>How do I currently benchmark purchasing performance? </li></ul><ul><li>Do I fully understand what’s driving my supplier quotes and costs? Are their prices justified? </li></ul>IGI calls for end of year price declines Queensland Floods Q – Should I lock in on soaring steel prices…..are additional increases ahead? A – Market fundamentals indicated a sharp correction with minimal upside creep. Let contracts float. This timely analysis saved a large energy client millions! Bottom-line cost savings!  More effective supplier negotiations  Quantify market fundamentals & cost structures  Contrast regional and commodity discrepancies  Accurate cost estimation tools and data  Experts that help translate this to business needs
  17. 17. <ul><li> Provide actionable market intelligence to aid procurement professionals in quantifying the impact on their business </li></ul><ul><li> Forecast over 1200 global price, wage, and manufacturing costs and their associated drivers </li></ul><ul><li> Results lead to bottom-line cost savings </li></ul><ul><li>Addressing key needs for supply chain decisions </li></ul><ul><li> Quantifying sources of price change </li></ul><ul><li> Support for more effective supplier negotiations </li></ul><ul><li> Identifying relevant market benchmarks </li></ul><ul><li> Understanding market drivers and potential warning signs </li></ul>Insights that Quantify Price Changes and Create Cost Savings
  18. 18. Key Value Proposition Unlike other forecasting or inflation providers, IHS Global Insight’s Pricing and Purchasing model-based infrastructure provides guidance for more effective price determination. This analysis enables purchasing executives and supply chain professionals to quantify the sources of price change allowing for more effective supplier negotiations that result in bottom-line savings. Related consulting consists of special company benchmarking models, scenario analysis, supplier assessment and market sizing which leverage the core analysis and quantitative properties .
  19. 19. Core Offerings for Manufacturing <ul><li>Market Planning </li></ul><ul><li>Cost Analysis & Forecasting </li></ul><ul><li>Strategy Support </li></ul><ul><li>Automotive Analysis </li></ul><ul><li>Commodity Flow Analysis & Forecasting </li></ul>
  20. 20. Strategy support is about impacting high quality, “big-bet” decisions <ul><li>A good strategy is: </li></ul><ul><li>The set of specific decisions and policies </li></ul><ul><li> that specify the management actions </li></ul><ul><li> which, when implemented, </li></ul><ul><li> create the most long-term value. </li></ul>
  21. 21. What (and who) drives strategic support? <ul><li>Executive Level Decisions </li></ul><ul><ul><li>CEO directional initiatives </li></ul></ul><ul><ul><li>Underperformance of the company and / or several business units </li></ul></ul><ul><ul><li>Change in the external environment creates major new threats or opportunities </li></ul></ul><ul><li>Business Unit / Regional Management Decisions </li></ul><ul><ul><li>Asset Acquisition </li></ul></ul><ul><ul><li>Need to prioritize investment among asset portfolio </li></ul></ul><ul><ul><li>Business Case for more funding from corporate for its assets </li></ul></ul><ul><li>Other Key Personnel </li></ul><ul><ul><li>Head Corporate Finance / BU Finance may have role in vetting the evaluation approach to ensure consistency with internal valuation </li></ul></ul><ul><ul><li>Functional Head / Leader can have a role in steering strategic effort, which may include the tactical perspective as well </li></ul></ul>
  22. 22. Solving Problems through strategic support “ We used our best guess estimate of the potential market size in planning our production capacity. However, we completely missed the possibility the demand explosion in Asia and missed a lot of value” Ignoring uncertainties Sample Problems Client expression of their problems Poor choice / Lack of Alternatives “ I don’t feel that I have any real choice. My team comes to me with their preferred course of action, and a couple of obviously-poor alternatives.” “ Our current path seems fraught with risk.” Lack of Internal Alignment / Motivational Biases &quot;We produce our total available market estimates and forecasts, but when we then try to implement them, the geographic and industry segment leaders focus all their efforts on shooting holes in the numbers. It becomes a nightmare getting them to actually use them as benchmarks - especially when they conflict with their own individual beliefs.&quot; Lack of strategic perspective “ We took our product to the market as fast as we possibly could, well ahead of our competitors. What we did not know was that the market would become virtually extinct in 5 years.”
  23. 23. How do we define high quality decisions? <ul><li>Forward-looking assessment of the business </li></ul><ul><li>Clarity of what decisions should be addressed </li></ul><ul><li>Good strategic decisions require choices between alternatives </li></ul><ul><li>Strategy will deliver value only if implemented </li></ul><ul><li>Beware of biases </li></ul><ul><li>Seek “decision-relevant” information </li></ul><ul><li>Clarify all important criteria for scoring alternatives </li></ul><ul><li>Understand trade-off between alternatives across value metrics </li></ul><ul><li>Consider risks explicitly </li></ul><ul><li>Decision-focused evaluation: simple, but not simpler </li></ul>Decision Quality 3. Meaningful, Reliable Information 4. Clear Values and Trade-offs 5. Logically Correct Reasoning 1.Appropriate Frame 2. Creative, Doable Alternatives 6. Commitment to Action
  24. 24. Our strategy development process is a set of structured conversations with decision makers WORKING TEAM • Frame • Challenges • Understanding • Alternatives • Improved Information • Values Decision DECISION- MAKER(S) APPROVE CHARTER AGREE TO ALTERNATIVES REFINE FOCUS 4 . DECIDE Among Alternatives Evaluated Alternatives 1 . ASSESS Business Situation 2 . DEVELOP Alternatives, Information, and Values 3 . EVALUATE Risk and Return of Alternatives 5 . PLAN for Action
  25. 25. We can leverage internal IP broadly Global Insight Economic Data Decision Quality and Structured Decision Dialogue Methodology Global Insight Industry Expertise Ongoing Advisory Service Research Methodology Client Added Value Expertise Critical Information Global Energy Scenario Framework IHS Tools and Databases
  26. 26. What is unique about our Strategy Support offering? <ul><li>Our key differentiator: </li></ul><ul><li>We have a unique decision focus to strategy development and offer a robust framework in making high quality decisions. </li></ul><ul><li>We have a unique combination of technical and management consulting expertise to provide clients with efficient, robust strategy support. </li></ul><ul><li>Benefits to you: </li></ul><ul><li>Identification of high value alternatives </li></ul><ul><li>Understanding of the tradeoffs among alternatives </li></ul><ul><li>Maintaining transparency in strategy process </li></ul><ul><li>Better alignment among key stakeholders on recommendation </li></ul><ul><li>Considering risks explicitly </li></ul><ul><li>Outside-In perspective to de-bias and challenge the momentum </li></ul>
  27. 27. Core Offerings for Manufacturing <ul><li>Market Planning </li></ul><ul><li>Cost Analysis & Forecasting </li></ul><ul><li>Strategy Support </li></ul><ul><li>Automotive Analysis </li></ul><ul><li>Commodity Flow Analysis & Forecasting </li></ul>
  28. 28. A solid foundation of data, information & knowledge <ul><li>OVERALL BUSINESS ENVIRONMENT </li></ul><ul><li>Global economic, financial, risk—scenario analysis: 200+ countries </li></ul><ul><li>U.S. forecasts by country, metro, state; Canadian forecasts by province </li></ul><ul><li>Global demographic forecasts and analysis </li></ul><ul><li>Energy & materials prices and wage rates </li></ul><ul><li>Performance metrics for over 1,000 industries worldwide, e.g. global construction, agriculture </li></ul><ul><li>U.S. health benefits cost forecasts and analysis </li></ul><ul><li>ON-ROAD VEHICLE FORECASTING </li></ul><ul><li>Global OEM LV Strategies </li></ul><ul><li>Global Light Vehicle Market Overview </li></ul><ul><li>World Light Truck </li></ul><ul><li>World Truck </li></ul><ul><li>U.S. Truck Trailers </li></ul><ul><li>Africa & Middle East </li></ul><ul><li>Asia </li></ul><ul><li>Central America & Caribbean </li></ul><ul><li>European Light Vehicle </li></ul><ul><li>Eastern Europe </li></ul><ul><li>NAFTA </li></ul><ul><li>South America </li></ul><ul><li>DATABASES </li></ul><ul><li>Production (Global) </li></ul><ul><ul><li>Country </li></ul></ul><ul><ul><li>Make </li></ul></ul><ul><ul><li>Model </li></ul></ul><ul><ul><li>Platform </li></ul></ul><ul><ul><li>Plant </li></ul></ul><ul><ul><li>Body style </li></ul></ul><ul><ul><li>Powertrain </li></ul></ul><ul><li>Sales (Almost Global) </li></ul><ul><ul><li>Country </li></ul></ul><ul><ul><li>Brand </li></ul></ul><ul><ul><li>Origin </li></ul></ul><ul><ul><li>Model </li></ul></ul><ul><ul><li>Body style </li></ul></ul><ul><ul><li>Trim-level & niche (U.S.) </li></ul></ul><ul><li>TECHNOLOGY RESEARCH </li></ul><ul><li>Component, system module supplier and technology share current/forecast, linked to vehicle volumes </li></ul><ul><ul><li>Antilock braking, auxiliary water pumps, body control modules, power closure systems, driveline, engine cooling, cooled EGR, front end modules, fuel coolers, HVAC, external mirrors, navigation systems & telematics, occupant safety, electrical parking brakes, power steering, powertrain, suspension, tires </li></ul></ul><ul><li>Electrical architecture </li></ul><ul><li>SUSTAINABILITY PROJECTS </li></ul><ul><li>Alternative fuels - Supply (agriculture) - Demand (fleet fuel demand) - Distribution </li></ul><ul><li>Future Powertrain Technologies </li></ul><ul><li>Driving The Future Forum - Global climate change, - Sustainable mobility </li></ul><ul><ul><li>Reports </li></ul></ul><ul><ul><li>Presentations </li></ul></ul><ul><ul><li>Workshops </li></ul></ul><ul><li>Global Scenario Project - Framework -Auto - Energy - Aerospace </li></ul><ul><li>PLUS </li></ul><ul><li>Same-day automotive and economic news perspective </li></ul><ul><li>OEM and supplier profiles </li></ul><ul><li>Micro-segmentation and other applications for OEMs </li></ul><ul><li>Expert presentations by senior personnel </li></ul>
  29. 29. Automotive Strategy Consulting Tri-fold - 1
  30. 30. Automotive Strategy Consulting Tri-fold - 2
  31. 31. Core Offerings for Manufacturing <ul><li>Market Planning </li></ul><ul><li>Cost Analysis & Forecasting </li></ul><ul><li>Strategy Support </li></ul><ul><li>Automotive Analysis </li></ul><ul><li>Commodity Flow Analysis & Forecasting </li></ul>
  32. 32. Commodity Flow Analysis & Forecasting <ul><li>Overview: </li></ul><ul><li>The commodity flow experts associated with the Commodity Flow Analysis & Forecasting (CFAF) offering have the unique ability to understand and predict global commodity flows. Our experts’ deep knowledge base, combined with our proprietary commodity flow databases, make us a critical element to strategic and tactical decision-making. CFAF presents an opportunity to expand your business, plan more accurately for contingencies, or lower costs. Our expertise will enable you to: </li></ul><ul><ul><li>Negotiate current shipping rates and anticipate future rates </li></ul></ul><ul><ul><li>Size, segment, and benchmark markets </li></ul></ul><ul><ul><li>Allocate sales, marketing, and fleet resources </li></ul></ul><ul><ul><li>Quantify the economic impacts of potential infrastructure investments </li></ul></ul><ul><ul><li>Optimize plant locations considering sources of raw materials AND destination of finished product </li></ul></ul>
  33. 33. Commodity Flow Analysis & Forecasting <ul><li>Value Proposition: </li></ul><ul><li>Full understanding your needs is the cornerstone to our approach. We engage in open and ongoing discussions in order to achieve that objective. Solutions are then clearly and completely communicated. The IHS Global Insight team remains engaged following the completion of deliverables, to ensure that our services are utilized to the fullest extent. </li></ul><ul><li>We are most effective when there is clear and open communication. We recognize that our clients are intelligent and know their markets well, and we value the insights that our clients share with us. </li></ul><ul><li>We have extensive industry expertise: </li></ul><ul><ul><li>Our experts have over 100 years of combined experience. </li></ul></ul><ul><li>We leverage unique, propriety data sets. </li></ul><ul><li>We have the skill to join data and expertise: </li></ul><ul><ul><li>Data without knowledge is not effective in solving problems . Our experts can bridge the gap between pure data and important business decisions. </li></ul></ul>
  34. 34. Commodity Flow Analysis & Forecasting <ul><li>CFAF Proprietary Data: </li></ul><ul><li>Transearch ®: Our Transearch database provides U.S. county-level freight-movement data for more than 340 commodities and seven major modes of transportation, measured in value and volume . The database is accompanied by 30-year forecasts consistent with IHS Global Insight's macro forecasts. </li></ul><ul><li>World Trade Service (WTS): WTS provides a comprehensive view of international trade markets and commodities. WTS includes trade between 54 countries and 16 world regions , 77 commodity groups and nine modes of transport, measured in value and volume . The database is accompanied by 20-year forecasts consistent with IHS Global Insight's macro forecasts. </li></ul><ul><li>US Inland Trade Monitor (USITM): A third database that bridges Transearch and WTS is currently in development. When complete, USITM will enable a complete view of origin-to-destination commodity flows. We believe that this will be a key element that will enable the CFAF offering to penetrate the Manufacturing & Services Sector. </li></ul>
  35. 35. US Freight Flows: Imports
  36. 36. TRANSEARCH INSIGHT TRAFFIC LANE FLOW REPORT (Abbreviated Version) <ul><li>Origin: Cobb County GA Destination: Buffalo NY </li></ul><ul><li>Code Commodity Total Rail Truck Air Water </li></ul><ul><li>0129 Fresh Fruits 133 0 106 27 0 </li></ul><ul><li>2012 Meat 199 0 199 0 0 </li></ul><ul><li>2643 Paper Bags 125 0 125 0 0 </li></ul><ul><li>2812 Potassium 8,287 8,287 0 0 0 </li></ul><ul><li>3522 Machinery 2,098 1,256 842 0 0 </li></ul><ul><li>3714 Auto Parts 4.023 1,155 2,682 66 0 </li></ul><ul><li>(cont’d. pg. 2-4) </li></ul><ul><li>TOTAL 26.073 12,645 13,290 138 0 </li></ul>
  37. 37. Thank You Christian Schena Director, Business Development IHS Consulting (781) 301-9148 [email_address]

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  • RemmyObia

    May. 26, 2017

Overview of several core capabilities provided via IHS Consulting Group


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