11-1-16-Additional Infor-Senior Sourcing Analyst-Halliburton
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I changed careers from Aerospace to a Sourcing Analyst role at Halliburton, allowing me to use my skills to strategically source materials and get the best total cost of ownership while building supplier relationships. In this role, I learned and applied a seven-step sourcing methodology which included analyzing company spend data, developing supplier requirements and surveys, conducting supplier reviews and analyzing performance, authoring correspondence, presenting analytics, evaluating trends, documenting processes, and developing RFIs/RFQs/RFPs to aid in negotiations and formalizing agreements with customized tracking.
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What Is Strategy?
by Michael E. Porter
Cop
y
or
P
Included with this full-text Harvard Business Review article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
Article Summary
What Is Strategy?
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
21 Further Reading
1
2
t
Do
No
right.
Reprint 96608
rence J Mahon, Florida State University until December 2017. Copying or posting is an infringement of copy[email protected] or 617.783.7860
http://www.hbr.org
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=96608
What Is Strategy?
The Idea in Brief The Idea in Practice
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The myriad activities that go into creating,
producing, selling, and delivering a product
service are the basic units of competitive
vantage. Operational effectiveness
eans performing these activities better—
at is, faster, or with fewer inputs and
fects—than rivals. Companies can reap
ormous advantages from operational ef-
tiveness, as Japanese firms demon-
ated in the 1970s and 1980s with such
actices as total quality management and
ntinuous improvement. But from a com-
titive standpoint, the problem with oper-
onal effectiveness is that best practices
easily emulated. As all competitors in an
ustry adopt them, the productivity
ntier—the maximum value a company
n deliver at a given cost, given the best
ailable technology, skills, and manage-
ent techniques—shifts outward, lowering
sts and improving value at the same
e. Such competition produces absolute
provement in operational effectiveness,
t relative improvement for no one. And
e more benchmarking that companies
, the more competitive convergence
u have—that is, the more indistinguish-
le companies are from one another.
rategic positioning attempts to achieve
stainable competitive advantage by
eserving what is distinctive about a com-
ny. It means performing different activi-
s from rivals, or performing similar activi-
s in different ways.
Do
Not
is document is authorized for educator review use only by
Three key principles underlie strategic positioning.
1. Strategy is the creation of a unique and
valuable position, involving a different set
of activities. Strategic position emerges from
three distinct sources:
• serving few needs of many customers (Jiffy
Lube provides only auto lubricants)
• serving broad needs of few customers
(Bessemer Trust targets only very high-
wealth clients)
• serving broad needs of many customers
in a nar.
Aligning Arc And Strategy
The document discusses various frameworks for analyzing a firm's strategy, including:
1) PEST analysis to evaluate political, economic, social, and technological factors impacting an industry.
2) Porter's 5 forces analysis to assess competitive intensity and threats from new entrants, substitutes, buyers, and suppliers.
3) The McKinsey 7S framework to align a firm's structure, systems, skills, shared values, staff, style, and strategy.
4) Value chain analysis to understand a firm's primary and support activities for creating value.
Creating Business Value Through HR Function
Transforming HR Function to Value Adding Activities that Focus on Business Goals Instead of Administrative Bureaucracy Aligned to Sentimentality.
Adam Casto Resume
EXECUTIVE LEADER: SALES AND BUSINESS DEVELOPMENT
Drives revenue and increases sales as enthusiastic company advocate.
Identifies and mentors talent, leading by example and inspiring sales teams.
Captures vertical and horizontal revenue opportunities based on market trends and competitive landscape.
Consults with customers to understand needs and create successful solutions that generate revenue.
Strategically identifies and champions customer-converting tools, contact strategies, and brand messaging.
Collaborates effectively across functions and advises executive leadership.
AICPA Article Corporate Finance
The finance team at Independence Blue Cross transitioned from a traditional scorekeeping role to a strategic partner by implementing key performance indicators (KPIs). They worked with business leaders to map out strategic roadmaps and identify KPIs beyond traditional cost drivers. This included understanding how customer service, talent management, and technology impact strategic and financial goals. The finance team then used the strategic driver models to engage in scenario planning and create meaningful budgets that balanced service levels and costs. This partnership approach provided greater insights and allowed for more proactive decision making.
White paper tech support value
The document discusses how outsourcing technical support is often viewed as a commodity based on cost, but there are opportunities for outsourcers to differentiate and add value through optimization of processes, performance, and delivery. Focusing on outputs, processes, and inputs can help outsourcers engineer solutions that reduce total cost of ownership and enhance customer experience beyond basic people, process, and technology.
What is strategy (002)
This document summarizes Michael Porter's article "What is Strategy?". It makes three key points:
1. Operational effectiveness through techniques like benchmarking and continuous improvement is necessary but not sufficient for competitive advantage, as those gains are easily copied by competitors. Strategy requires performing different activities or similar activities in unique ways.
2. Southwest Airlines and Ikea are examples of companies with strong strategic positioning based on tailored sets of activities that deliver unique value to customers in a way that cannot be replicated by competitors.
3. Relying only on operational effectiveness leads to competitive convergence as companies imitate each other, resulting in zero-sum competition and price wars. Sustainable advantage requires strategic positioning based on unique activities
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2. Approximately 60% of respondents have a formal supplier segmentation process in place, most commonly segmenting suppliers based on spend size, product importance, and risk exposure.
3. While the benefits of SRM are acknowledged, the average maturity level of SRM programs is still low. Common challenges include an overemphasis on cost reduction, a lack of SRM competencies, and insufficient alignment between business, procurement, and suppliers.
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What Is Strategy?
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Cop
y
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P
Included with this full-text Harvard Business Review article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
Article Summary
What Is Strategy?
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
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1
2
t
Do
No
right.
Reprint 96608
rence J Mahon, Florida State University until December 2017. Copying or posting is an infringement of copy[email protected] or 617.783.7860
http://www.hbr.org
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=96608
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The myriad activities that go into creating,
producing, selling, and delivering a product
service are the basic units of competitive
vantage. Operational effectiveness
eans performing these activities better—
at is, faster, or with fewer inputs and
fects—than rivals. Companies can reap
ormous advantages from operational ef-
tiveness, as Japanese firms demon-
ated in the 1970s and 1980s with such
actices as total quality management and
ntinuous improvement. But from a com-
titive standpoint, the problem with oper-
onal effectiveness is that best practices
easily emulated. As all competitors in an
ustry adopt them, the productivity
ntier—the maximum value a company
n deliver at a given cost, given the best
ailable technology, skills, and manage-
ent techniques—shifts outward, lowering
sts and improving value at the same
e. Such competition produces absolute
provement in operational effectiveness,
t relative improvement for no one. And
e more benchmarking that companies
, the more competitive convergence
u have—that is, the more indistinguish-
le companies are from one another.
rategic positioning attempts to achieve
stainable competitive advantage by
eserving what is distinctive about a com-
ny. It means performing different activi-
s from rivals, or performing similar activi-
s in different ways.
Do
Not
is document is authorized for educator review use only by
Three key principles underlie strategic positioning.
1. Strategy is the creation of a unique and
valuable position, involving a different set
of activities. Strategic position emerges from
three distinct sources:
• serving few needs of many customers (Jiffy
Lube provides only auto lubricants)
• serving broad needs of few customers
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wealth clients)
• serving broad needs of many customers
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Aligning Arc And Strategy
The document discusses various frameworks for analyzing a firm's strategy, including:
1) PEST analysis to evaluate political, economic, social, and technological factors impacting an industry.
2) Porter's 5 forces analysis to assess competitive intensity and threats from new entrants, substitutes, buyers, and suppliers.
3) The McKinsey 7S framework to align a firm's structure, systems, skills, shared values, staff, style, and strategy.
4) Value chain analysis to understand a firm's primary and support activities for creating value.
Creating Business Value Through HR Function
Transforming HR Function to Value Adding Activities that Focus on Business Goals Instead of Administrative Bureaucracy Aligned to Sentimentality.
Adam Casto Resume
EXECUTIVE LEADER: SALES AND BUSINESS DEVELOPMENT
Drives revenue and increases sales as enthusiastic company advocate.
Identifies and mentors talent, leading by example and inspiring sales teams.
Captures vertical and horizontal revenue opportunities based on market trends and competitive landscape.
Consults with customers to understand needs and create successful solutions that generate revenue.
Strategically identifies and champions customer-converting tools, contact strategies, and brand messaging.
Collaborates effectively across functions and advises executive leadership.
AICPA Article Corporate Finance
The finance team at Independence Blue Cross transitioned from a traditional scorekeeping role to a strategic partner by implementing key performance indicators (KPIs). They worked with business leaders to map out strategic roadmaps and identify KPIs beyond traditional cost drivers. This included understanding how customer service, talent management, and technology impact strategic and financial goals. The finance team then used the strategic driver models to engage in scenario planning and create meaningful budgets that balanced service levels and costs. This partnership approach provided greater insights and allowed for more proactive decision making.
White paper tech support value
The document discusses how outsourcing technical support is often viewed as a commodity based on cost, but there are opportunities for outsourcers to differentiate and add value through optimization of processes, performance, and delivery. Focusing on outputs, processes, and inputs can help outsourcers engineer solutions that reduce total cost of ownership and enhance customer experience beyond basic people, process, and technology.
What is strategy (002)
This document summarizes Michael Porter's article "What is Strategy?". It makes three key points:
1. Operational effectiveness through techniques like benchmarking and continuous improvement is necessary but not sufficient for competitive advantage, as those gains are easily copied by competitors. Strategy requires performing different activities or similar activities in unique ways.
2. Southwest Airlines and Ikea are examples of companies with strong strategic positioning based on tailored sets of activities that deliver unique value to customers in a way that cannot be replicated by competitors.
3. Relying only on operational effectiveness leads to competitive convergence as companies imitate each other, resulting in zero-sum competition and price wars. Sustainable advantage requires strategic positioning based on unique activities
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www.hbr.orgstThis document is authorized for educato.docx
www.hbr.orgstThis document is authorized for educato.docx
11-1-16-Additional Infor-Senior Sourcing Analyst-Halliburton
- 1. I made a shiftinmy careerby movingfromAerospace tothe oil industry.BecomingaSourcingAnalysta Halliburtonallowedme toutilizeall the skillhadlearntasa professional inordercreate value by strategicallysourcingmaterial inordertoget the bestTotal Cost of Ownershipandbuildingrelationships withsuppliers.Here Ilearntthe SevenStepSourcingMethodologywhichinvolvesthe following: Iused SAPto extractand analyze bothcategorizedandunclassifiedcompanyspend.Developedandevaluated stakeholderrequirement&satisfactionsurveys.Conductedsupplierprofilereviewsandsupplier performance analysis.Authoredprofessional correspondence tocustomersandvendors.Designedand deliveranalytical presentations.Analyzedcompanyand industrytrendswithsavings-drivenemphasis. Evaluatedanddocumentcategorystandardizedprocessesperidentifiedkeyperformanceindicators (KPIs). Basedonthe above analysisdevelopedRFI/RFQ/RFPs,&total cost of ownership(TCO) modelsto aidin contract negotiations.Activelynegotiatedwithsuppliersalongside aLead.Formalizedagreement inthe formon a contract. Builtcustomizedmeasurementstotrackusage,validity,compliance,and savinggeneratedasa resultof the agreement.