Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
The document provides a comparison of various ERP vendor solutions. It lists information such as minimum revenue requirements, number of Australian sites, key reference customers, modules available, industries specialized in, and Australian contacts. Vendors include Microsoft Dynamics, SAP, Oracle, NetSuite, Sage, IBS, JIWA, Greentree, Pronto, OneOffice, TechnologyOne, and SYSPRO. The document aims to help organizations evaluate and select an appropriate ERP vendor based on their needs and requirements.
Wadhawan Group is a leading Indian business group with operations across three continents. It is a prominent developer and promoter of one of India's largest private housing finance companies. The Group has over 4,000 employees and has diversified into sectors including real estate, hospitality, lifestyle retail, food retail, education, and financial services. It aims to be a global institution with a focus on excellence, benchmark performance, continuity in business, and leadership across its operations.
Roger Davies, Group Head of Procurement at Marks & Spencer - Our capability d...Global Business Events
This document outlines the transformation of the procurement team at an international retailer over a 4-year period from 2009 to 2012. It describes how the team developed their capabilities, improved stakeholder management and relationships, and became a more strategic partner within the business. The procurement team grew to deliver higher value through strategic sourcing, achieving £60 million in annual benefits with a 45:1 return on investment. They established themselves as an essential commercial function through their involvement in all strategic decisions across the company.
Public meeting presentation with analysts and investorsGafisa RI !
The document provides an agenda and presentations for a public company meeting in December 2008, including presentations from the CEO and other directors on the company's history, strategy, product lines, launches, sales, and operating highlights for the year. It also discusses the current state of the housing market in Brazil and measures the company is taking in light of the global financial crisis.
- BGT Corporation is a leading Thai retailer operating under the Body Glove brand.
- In Q2 2012, revenue increased 10.85% year-over-year but net profit decreased 49% due to higher costs and expenses.
- For the first half of 2012, revenue rose 6.85% while net profit declined 36.04% from increased costs of goods sold and higher selling/administrative expenses.
The document presents a marketing plan for X20 Water, a new caffeinated water beverage targeting college students as its primary market. The plan outlines X20's vision, mission, goals, product details, marketing mix strategies around price, promotion, and placement, sales and financial projections, and implementation process. The marketing strategies aim to position X20 as a healthier two-in-one beverage alternative to other caffeinated drinks through competitive pricing, campus promotions, and availability in grocery and convenience stores near colleges.
The document provides market share and financial data for Team L-SPI's sonite and vodite products over 8 periods. Some key points:
- In the early periods, investments were made in multiple products targeting different segments without focus, resulting in mistakes.
- Period 5 saw a focused investment in Losh which paid off, though other products struggled and budgets were tight.
- Later periods involved modifications to struggling products, a new vodite launch, and an investment in a product for growing shopper segments.
- Overall SPI growth was seen each period except 6th, though earnings turned negative in later periods suggesting over-investment. Lessons involved focus on one segment per product and thinking ahead on
The document provides a comparison of various ERP vendor solutions. It lists information such as minimum revenue requirements, number of Australian sites, key reference customers, modules available, industries specialized in, and Australian contacts. Vendors include Microsoft Dynamics, SAP, Oracle, NetSuite, Sage, IBS, JIWA, Greentree, Pronto, OneOffice, TechnologyOne, and SYSPRO. The document aims to help organizations evaluate and select an appropriate ERP vendor based on their needs and requirements.
Wadhawan Group is a leading Indian business group with operations across three continents. It is a prominent developer and promoter of one of India's largest private housing finance companies. The Group has over 4,000 employees and has diversified into sectors including real estate, hospitality, lifestyle retail, food retail, education, and financial services. It aims to be a global institution with a focus on excellence, benchmark performance, continuity in business, and leadership across its operations.
Roger Davies, Group Head of Procurement at Marks & Spencer - Our capability d...Global Business Events
This document outlines the transformation of the procurement team at an international retailer over a 4-year period from 2009 to 2012. It describes how the team developed their capabilities, improved stakeholder management and relationships, and became a more strategic partner within the business. The procurement team grew to deliver higher value through strategic sourcing, achieving £60 million in annual benefits with a 45:1 return on investment. They established themselves as an essential commercial function through their involvement in all strategic decisions across the company.
Public meeting presentation with analysts and investorsGafisa RI !
The document provides an agenda and presentations for a public company meeting in December 2008, including presentations from the CEO and other directors on the company's history, strategy, product lines, launches, sales, and operating highlights for the year. It also discusses the current state of the housing market in Brazil and measures the company is taking in light of the global financial crisis.
- BGT Corporation is a leading Thai retailer operating under the Body Glove brand.
- In Q2 2012, revenue increased 10.85% year-over-year but net profit decreased 49% due to higher costs and expenses.
- For the first half of 2012, revenue rose 6.85% while net profit declined 36.04% from increased costs of goods sold and higher selling/administrative expenses.
The document presents a marketing plan for X20 Water, a new caffeinated water beverage targeting college students as its primary market. The plan outlines X20's vision, mission, goals, product details, marketing mix strategies around price, promotion, and placement, sales and financial projections, and implementation process. The marketing strategies aim to position X20 as a healthier two-in-one beverage alternative to other caffeinated drinks through competitive pricing, campus promotions, and availability in grocery and convenience stores near colleges.
The document provides market share and financial data for Team L-SPI's sonite and vodite products over 8 periods. Some key points:
- In the early periods, investments were made in multiple products targeting different segments without focus, resulting in mistakes.
- Period 5 saw a focused investment in Losh which paid off, though other products struggled and budgets were tight.
- Later periods involved modifications to struggling products, a new vodite launch, and an investment in a product for growing shopper segments.
- Overall SPI growth was seen each period except 6th, though earnings turned negative in later periods suggesting over-investment. Lessons involved focus on one segment per product and thinking ahead on
The group presentation discusses Ruhunu Foods' plan to launch its spice and herb products in the UAE market. Ruhunu is a leading Sri Lankan brand that wants to expand internationally. The presentation covers Ruhunu's corporate strategy using frameworks like BCG matrix and Ansoff matrix. It proposes direct exporting to the UAE and a partnership with Al Maya, a major UAE retailer, to facilitate market entry. Segmentation, targeting, positioning and marketing mix strategies are suggested for the UAE launch. An operational plan addresses production, marketing, HR and financial feasibilities of the international expansion.
The document outlines Avon's strategic management case study, including an analysis of Avon's internal strengths and weaknesses as well as external opportunities and threats, and recommends potential strategies for Avon such as expanding into key Asian and African markets to pursue growth opportunities, building their brand image among Generation Y consumers in North America, and focusing on innovations in their core beauty products.
Himalaya is a privately-held herbal healthcare company established in India in 1930. It has 260 products sold in 82 countries, with a focus on men's health, women's health, child care, hair care, and skin care. While it has a robust financial condition with 35% growth over five years and revenue of 1000 crore INR, it aims to expand into the UK market. To do so, it will localize its strategy and educate local populations, targeting mainstream consumers through niche marketing of its nourishing, revitalizing, and gentle skin care products to women aged 25-35. It faces challenges from regulations and competition but recommendations include an integrated marketing plan, small free trial stores, strategic alliances,
Team U analyzed their past performance over 8 rounds. In rounds 1-3 they had the highest net contribution and market capitalization but made mistakes like inadequate advertising spending. Rounds 4 saw low sales due to conservative forecasting. Rounds 5-8 showed improved forecasting, R&D, and consistent advertising/sales spending resulting in only one inventory issue. Going forward, they recommend focusing on existing brands, targeted advertising, and matching hiring to demand. Predictions are for net contribution and SPI to increase 16.67% based on improved strategies.
Olam International Limited is a global agricultural supply chain manager and processor. It was founded in 1989 in Nigeria and has since expanded operations to over 60 countries across five continents. The company manages the supply chain for over 20 agricultural products from farm to factory. A key area of growth has been Olam's coffee business, which has rapidly expanded origins, processing centers, buying centers, and volumes over the past 20 years to become a top 4 global coffee trader. Olam works with coffee farms in countries in Asia, Africa, Central and South America, and Brazil to source and process over 7.5 million bags of coffee per year through its integrated global supply chain and network of origins and facilities.
This document provides an overview of HR at Nestle. It discusses Nestle's history and vision for HR. Some key points:
- Nestle was founded in 1867 and has grown to be a global food and nutrition company.
- Nestle Malaysia's vision is for HR to nurture talents and unleash potentials. HR aims to be a key enabler of the business strategy.
- Nestle's people strategy focuses on succession management, development, engagement, and transforming the organization.
- Total rewards, learning and development programs, and talent management processes are discussed as ways HR supports the business and employees.
Nestle's internal factors were analyzed using an IFE matrix. Key strengths included its strong brand image, socially responsible reputation, and increased profits and export sales in 2009. Weaknesses included a lack of awareness among target markets and low promotional activities. The IFE matrix score was 2.99 out of 4, indicating Nestle has more internal strengths than weaknesses.
The financial ratios for Nestle in 2009 were also compared to industry averages. Nestle had higher liquidity, activity, and profitability ratios but also higher solvency and debt ratios compared to industry averages.
This document discusses strategic brand venturing in the U.S. beverage industry from 2001 to 2009. It notes that the industry grew 30% in retail sales and saw 19% growth in the number of brands over $1 billion during this period. One third of total industry growth came from categories that barely existed 5 years prior. The document outlines how entrepreneurs are driving disruption through new beverage categories and products. It also discusses the risks involved in venturing, noting that the average time to prove a disruptive concept is 4-10 years and success rates are low initially. The document advocates for companies to establish a distinct venture unit to identify and nurture brands with $1 billion potential through incubation and investment strategies.
This document discusses strategic brand venturing in the U.S. beverage industry from 2001 to 2009. It notes that the industry grew 30% in retail sales and saw 19% growth in the number of brands over $1 billion during this period. One third of total industry growth came from categories that barely existed 5 years prior. The document outlines how entrepreneurs are driving disruption through new beverage categories and products. It also discusses the risks involved in venturing, noting that the average time to prove concept is 4-10 years and success rates are low initially. The document advocates for companies to establish a distinct venture unit to identify and nurture brands with $1 billion potential through incubation and investment strategies.
O'ran Pte Ltd is proposing a business to produce and sell handmade natural bath and body products in Singapore. The proposal outlines O'ran's brand identity, target market, competitive analysis, marketing strategies including the 4Ps, and financial and operational plans to achieve leadership in revenue and profit in Asia through social responsibility and innovation. The management team believes this model can generate sustainable growth for producers, customers, and investors.
Walmart has pursued various globalization strategies over time. It initially used a multidomestic strategy in the Americas, which was very successful. However, using a global strategy in other countries without developing economies of scale led to failures, such as in Germany and Korea. Now Walmart is trying to move towards a transnational strategy to better leverage both local and global competencies. Its transnational approach worked well in the UK but has proven difficult to replicate elsewhere.
How Finance can lead and influence great results in challenging economic times
by Richard Arthurs Finance Director General Mills UK and Ireland
www.cfoevent.com
Studium generale - HAS Hogeschool - Frank van Ooijen - Friesland CampinaHAS Hogeschool
FrieslandCampina is a large dairy cooperative with 15,000 dairy farms in Europe. It is seeking to double agricultural commodity supply by 2050 while using fewer resources. The company's strategy focuses on growth through dairy-based beverages, infant nutrition, branded cheese, and expanding into new regions. FrieslandCampina aims to be a sustainable and socially responsible company through initiatives in health and nutrition, sustainable supply chains, dairy development in Africa and Asia, and responsible dairy farming. It works with partners like Red Cross and receives recognition for its sustainability efforts.
Analyzing the components of vision and mission ofdinesh526
This document analyzes and summarizes the visions and missions of several companies including Nepal Investment Bank, Nepal Telecom, PepsiCo, Ford, and General Motors. It discusses the key components that make up their visions and missions such as a focus on customers, products/services, markets, technology, growth and profitability, philosophy, self-concept, public image, and employees. The document provides examples of visions and missions for each company that incorporate these various components.
The document outlines an agenda and presentations for a conference on choosing new paths and winning new challenges in the toll road concession industry in Brazil. It provides an overview of CCR's current portfolio of toll road concessions in Brazil, the performance of its engineering and administrative subsidiaries, and its strategic focus on growing its business in Brazil through new toll road concessions and related opportunities. CCR aims to maintain its leadership in the industry while pursuing qualified new contracts and related businesses to create additional value.
Jakarta Venture Night: Building Great Companies and IndustryShinichi Takamiya
Shinichi Takamiya, a principal at Globis Capital Partners, gave a presentation on building great companies and industries. He discussed defining the business domain by considering the vision, capabilities, and market attractiveness. He also covered business models and profit strategies, emphasizing the importance of evolving the growth strategy through different stages from startup to later growth. The presentation provided an overview of strategic considerations for entrepreneurs in developing successful companies.
This document contains summaries of two articles related to corporate branding of sustainability efforts.
The first article discusses how Earth Day has become a major marketing opportunity for companies, especially those with large carbon footprints, to promote their sustainability initiatives.
The second article examines Johnson Controls' rebranding efforts from 2006 to 2008 to align their brand more closely with their focus on sustainability and creating smart, efficient environments. It outlines the phases of the rebranding process and lessons learned around internal preparation and education.
This document provides an overview of Nestle's business including their vision, mission, general environment, five forces model, SWOT analysis, business strategy, competitors, problems, solutions, stakeholders, and acquisition strategy. It discusses Nestle's aim to meet consumer needs with high quality foods. It also analyzes their strengths as a global leader, weaknesses in some markets, opportunities in health trends, and threats from competition. The document outlines Nestle's strategy of cost leadership and differentiation across product categories.
This document provides an overview of Nestle's business including their vision, mission, general environment, five forces model, SWOT analysis, business strategy, competitors, problems, solutions, stakeholders, and acquisition strategy. It discusses Nestle's aim to meet consumer needs with high quality foods. It also analyzes their strengths as a global leader, weaknesses in some markets, opportunities in health trends, and threats from competition. The document outlines Nestle's strategy of cost leadership and differentiation across product categories.
S&OP - Beyond the Obvious; Jaro Caban, Vice President Supply Chain, Provimieyefortransport
The document discusses a presentation given at the CSCO Forum in Brussels from November 24-25, 2010 titled "S&OP - Beyond the Obvious" by Jaro Caban, Vice-President of Supply Chain. Some key suggestions from the presentation include reaching agreement on terminology within the organization, fitting the sales and operations planning (S&OP) design to the business goals of making money, adjusting management roles to involve different departments, and making S&OP a routine part of monthly, quarterly and yearly business planning.
J&J’s European Distribution Network, Laurence Coudroy, EMEA Supply Chain Inte...eyefortransport
This document provides an overview of Johnson & Johnson's (J&J) distribution network in Europe, the Middle East, and Africa (EMEA). It discusses J&J's history and presence in EMEA, including key metrics like revenue and employees. It then outlines J&J's historical distribution configuration in EMEA, which involved 26 distribution sites across multiple countries using 11 different systems. The document proposes consolidating distribution into a new European Distribution Center to improve efficiencies and lower costs. It provides updates on the implementation status and planned network optimization. The conclusion emphasizes creating optimization capabilities, change management, opportunistic inventory approaches, education, and network rationalization.
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Similar to 3PL Strategies for Moving to New Markets, Slawomir Blotny, Vice President of the Board, Raben Group
The group presentation discusses Ruhunu Foods' plan to launch its spice and herb products in the UAE market. Ruhunu is a leading Sri Lankan brand that wants to expand internationally. The presentation covers Ruhunu's corporate strategy using frameworks like BCG matrix and Ansoff matrix. It proposes direct exporting to the UAE and a partnership with Al Maya, a major UAE retailer, to facilitate market entry. Segmentation, targeting, positioning and marketing mix strategies are suggested for the UAE launch. An operational plan addresses production, marketing, HR and financial feasibilities of the international expansion.
The document outlines Avon's strategic management case study, including an analysis of Avon's internal strengths and weaknesses as well as external opportunities and threats, and recommends potential strategies for Avon such as expanding into key Asian and African markets to pursue growth opportunities, building their brand image among Generation Y consumers in North America, and focusing on innovations in their core beauty products.
Himalaya is a privately-held herbal healthcare company established in India in 1930. It has 260 products sold in 82 countries, with a focus on men's health, women's health, child care, hair care, and skin care. While it has a robust financial condition with 35% growth over five years and revenue of 1000 crore INR, it aims to expand into the UK market. To do so, it will localize its strategy and educate local populations, targeting mainstream consumers through niche marketing of its nourishing, revitalizing, and gentle skin care products to women aged 25-35. It faces challenges from regulations and competition but recommendations include an integrated marketing plan, small free trial stores, strategic alliances,
Team U analyzed their past performance over 8 rounds. In rounds 1-3 they had the highest net contribution and market capitalization but made mistakes like inadequate advertising spending. Rounds 4 saw low sales due to conservative forecasting. Rounds 5-8 showed improved forecasting, R&D, and consistent advertising/sales spending resulting in only one inventory issue. Going forward, they recommend focusing on existing brands, targeted advertising, and matching hiring to demand. Predictions are for net contribution and SPI to increase 16.67% based on improved strategies.
Olam International Limited is a global agricultural supply chain manager and processor. It was founded in 1989 in Nigeria and has since expanded operations to over 60 countries across five continents. The company manages the supply chain for over 20 agricultural products from farm to factory. A key area of growth has been Olam's coffee business, which has rapidly expanded origins, processing centers, buying centers, and volumes over the past 20 years to become a top 4 global coffee trader. Olam works with coffee farms in countries in Asia, Africa, Central and South America, and Brazil to source and process over 7.5 million bags of coffee per year through its integrated global supply chain and network of origins and facilities.
This document provides an overview of HR at Nestle. It discusses Nestle's history and vision for HR. Some key points:
- Nestle was founded in 1867 and has grown to be a global food and nutrition company.
- Nestle Malaysia's vision is for HR to nurture talents and unleash potentials. HR aims to be a key enabler of the business strategy.
- Nestle's people strategy focuses on succession management, development, engagement, and transforming the organization.
- Total rewards, learning and development programs, and talent management processes are discussed as ways HR supports the business and employees.
Nestle's internal factors were analyzed using an IFE matrix. Key strengths included its strong brand image, socially responsible reputation, and increased profits and export sales in 2009. Weaknesses included a lack of awareness among target markets and low promotional activities. The IFE matrix score was 2.99 out of 4, indicating Nestle has more internal strengths than weaknesses.
The financial ratios for Nestle in 2009 were also compared to industry averages. Nestle had higher liquidity, activity, and profitability ratios but also higher solvency and debt ratios compared to industry averages.
This document discusses strategic brand venturing in the U.S. beverage industry from 2001 to 2009. It notes that the industry grew 30% in retail sales and saw 19% growth in the number of brands over $1 billion during this period. One third of total industry growth came from categories that barely existed 5 years prior. The document outlines how entrepreneurs are driving disruption through new beverage categories and products. It also discusses the risks involved in venturing, noting that the average time to prove a disruptive concept is 4-10 years and success rates are low initially. The document advocates for companies to establish a distinct venture unit to identify and nurture brands with $1 billion potential through incubation and investment strategies.
This document discusses strategic brand venturing in the U.S. beverage industry from 2001 to 2009. It notes that the industry grew 30% in retail sales and saw 19% growth in the number of brands over $1 billion during this period. One third of total industry growth came from categories that barely existed 5 years prior. The document outlines how entrepreneurs are driving disruption through new beverage categories and products. It also discusses the risks involved in venturing, noting that the average time to prove concept is 4-10 years and success rates are low initially. The document advocates for companies to establish a distinct venture unit to identify and nurture brands with $1 billion potential through incubation and investment strategies.
O'ran Pte Ltd is proposing a business to produce and sell handmade natural bath and body products in Singapore. The proposal outlines O'ran's brand identity, target market, competitive analysis, marketing strategies including the 4Ps, and financial and operational plans to achieve leadership in revenue and profit in Asia through social responsibility and innovation. The management team believes this model can generate sustainable growth for producers, customers, and investors.
Walmart has pursued various globalization strategies over time. It initially used a multidomestic strategy in the Americas, which was very successful. However, using a global strategy in other countries without developing economies of scale led to failures, such as in Germany and Korea. Now Walmart is trying to move towards a transnational strategy to better leverage both local and global competencies. Its transnational approach worked well in the UK but has proven difficult to replicate elsewhere.
How Finance can lead and influence great results in challenging economic times
by Richard Arthurs Finance Director General Mills UK and Ireland
www.cfoevent.com
Studium generale - HAS Hogeschool - Frank van Ooijen - Friesland CampinaHAS Hogeschool
FrieslandCampina is a large dairy cooperative with 15,000 dairy farms in Europe. It is seeking to double agricultural commodity supply by 2050 while using fewer resources. The company's strategy focuses on growth through dairy-based beverages, infant nutrition, branded cheese, and expanding into new regions. FrieslandCampina aims to be a sustainable and socially responsible company through initiatives in health and nutrition, sustainable supply chains, dairy development in Africa and Asia, and responsible dairy farming. It works with partners like Red Cross and receives recognition for its sustainability efforts.
Analyzing the components of vision and mission ofdinesh526
This document analyzes and summarizes the visions and missions of several companies including Nepal Investment Bank, Nepal Telecom, PepsiCo, Ford, and General Motors. It discusses the key components that make up their visions and missions such as a focus on customers, products/services, markets, technology, growth and profitability, philosophy, self-concept, public image, and employees. The document provides examples of visions and missions for each company that incorporate these various components.
The document outlines an agenda and presentations for a conference on choosing new paths and winning new challenges in the toll road concession industry in Brazil. It provides an overview of CCR's current portfolio of toll road concessions in Brazil, the performance of its engineering and administrative subsidiaries, and its strategic focus on growing its business in Brazil through new toll road concessions and related opportunities. CCR aims to maintain its leadership in the industry while pursuing qualified new contracts and related businesses to create additional value.
Jakarta Venture Night: Building Great Companies and IndustryShinichi Takamiya
Shinichi Takamiya, a principal at Globis Capital Partners, gave a presentation on building great companies and industries. He discussed defining the business domain by considering the vision, capabilities, and market attractiveness. He also covered business models and profit strategies, emphasizing the importance of evolving the growth strategy through different stages from startup to later growth. The presentation provided an overview of strategic considerations for entrepreneurs in developing successful companies.
This document contains summaries of two articles related to corporate branding of sustainability efforts.
The first article discusses how Earth Day has become a major marketing opportunity for companies, especially those with large carbon footprints, to promote their sustainability initiatives.
The second article examines Johnson Controls' rebranding efforts from 2006 to 2008 to align their brand more closely with their focus on sustainability and creating smart, efficient environments. It outlines the phases of the rebranding process and lessons learned around internal preparation and education.
This document provides an overview of Nestle's business including their vision, mission, general environment, five forces model, SWOT analysis, business strategy, competitors, problems, solutions, stakeholders, and acquisition strategy. It discusses Nestle's aim to meet consumer needs with high quality foods. It also analyzes their strengths as a global leader, weaknesses in some markets, opportunities in health trends, and threats from competition. The document outlines Nestle's strategy of cost leadership and differentiation across product categories.
This document provides an overview of Nestle's business including their vision, mission, general environment, five forces model, SWOT analysis, business strategy, competitors, problems, solutions, stakeholders, and acquisition strategy. It discusses Nestle's aim to meet consumer needs with high quality foods. It also analyzes their strengths as a global leader, weaknesses in some markets, opportunities in health trends, and threats from competition. The document outlines Nestle's strategy of cost leadership and differentiation across product categories.
Similar to 3PL Strategies for Moving to New Markets, Slawomir Blotny, Vice President of the Board, Raben Group (20)
S&OP - Beyond the Obvious; Jaro Caban, Vice President Supply Chain, Provimieyefortransport
The document discusses a presentation given at the CSCO Forum in Brussels from November 24-25, 2010 titled "S&OP - Beyond the Obvious" by Jaro Caban, Vice-President of Supply Chain. Some key suggestions from the presentation include reaching agreement on terminology within the organization, fitting the sales and operations planning (S&OP) design to the business goals of making money, adjusting management roles to involve different departments, and making S&OP a routine part of monthly, quarterly and yearly business planning.
J&J’s European Distribution Network, Laurence Coudroy, EMEA Supply Chain Inte...eyefortransport
This document provides an overview of Johnson & Johnson's (J&J) distribution network in Europe, the Middle East, and Africa (EMEA). It discusses J&J's history and presence in EMEA, including key metrics like revenue and employees. It then outlines J&J's historical distribution configuration in EMEA, which involved 26 distribution sites across multiple countries using 11 different systems. The document proposes consolidating distribution into a new European Distribution Center to improve efficiencies and lower costs. It provides updates on the implementation status and planned network optimization. The conclusion emphasizes creating optimization capabilities, change management, opportunistic inventory approaches, education, and network rationalization.
Sustainable Supply Chain Strategies for the New Economy; Dr. Markus Zils, Dr....eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
Nippon Express - A Japanese way to look at Sales & Marketing; Louis Vitalis, ...eyefortransport
This document discusses Nippon Express, a Japanese logistics company. It provides an overview of the company's global profile, including $16.8 billion in annual revenues and over 65,000 employees worldwide. It also outlines the company's corporate strategy and focuses on never giving up on customer accounts, even after losing business. The document describes a case study where Nippon Express was able to regain business from a printer manufacturer one year after losing their contract by maintaining contact and understanding the customer's requirements.
Globalise the Outsourced Supply Chain, Jeremy Davidson, Deputy MD, NYK Logisticseyefortransport
The document discusses opportunities for streamlining supply chains in Eastern Europe and the Black Sea region. It notes that consumer demand is growing as GDP per capita increases. Shipping directly to ports in the Black Sea from Asia can provide significant cost and emissions savings compared to shipping through Western European ports. Consolidating shipments and increasing efficiencies across the supply chain, such as through direct shipping from factories of origin, can reduce logistics costs by up to 30%. However, piracy remains a major threat to shipping in some areas.
Outsourcing Logistics: Findings from the 15th Annual Third Party Logistics Gl...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
5 Mega Trends and the Implication for the Logistics Industry, Beat Simon, CEO...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
“Develop a Culture of Innovation” Jens Fiege, MD, FIEGE Logistics & CEO Germa...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
A Long term solution for Air Cargo Handling, Enno D. Osinga, SVP Cargo, Amste...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
The document discusses changes in the logistics landscape including volatility in supply chains and demand. It shows weekly volatility graphs for different product segments like beer, wine, food, and toilet paper. It advocates balancing risk and opportunity through careful procurement, contract management, and clear communication with customers about trading conditions and fluctuations. While start-stop logistics will increase visibility and agility, it will also raise costs requiring investment in forecasting. Both customers and service providers will need to better share risks and rewards to sustain relationships in the current environment.
How to work with carriers and shippers to secure capacity and stabilise rates...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
The Recession Lessons That Will Endure, Monika Ribar, CEO, Panalpinaeyefortransport
1) The global economy experienced an unprecedented downturn in 2009 but began recovering in 2010, though growth has slowed in the second half of the year.
2) Emerging trends for logistics providers include increased volatility, cost pressures, and unpredictability requiring greater flexibility and customer focus.
3) Growth opportunities exist in collaborating more closely with customers, offering integrated solutions, and expanding in emerging markets like the BRIC countries which are expected to double freight volumes in the next 15 years.
Johan Jemdahl from Cisco, Jan Roodenburg from Philips, Susanna Heikkinen fro...eyefortransport
The document provides advice for supply chain professionals seeking to advance their careers and leadership potential. It recommends focusing on key performance indicators, roles and responsibilities, personal development, relationships with other departments and the board. Developing the skills of employees, stock keeping unit management, driving change, and understanding business goals are also advised. Attaining a chief supply chain officer role is presented as a way to raise one's profile in the organization.
Jaro Caban from Provimi; ‘Gain Business Insight with S&OP Expert Case Studies’eyefortransport
The document discusses a presentation given at the CSCO Forum in Brussels from November 24-25, 2010 titled "S&OP - Beyond the Obvious" by Jaro Caban, Vice-President of Supply Chain. Some key suggestions from the presentation include reaching agreement on terminology within the organization, fitting the sales and operations planning (S&OP) design to the business goals of making money, adjusting management roles to involve different departments, and making S&OP a routine part of monthly, quarterly and yearly business planning.
Kris Van Ransbeek from Chiquita on ‘SCM as a Market Strategy Differentiator’eyefortransport
The document discusses the importance of innovation for companies and the challenges of balancing innovation investments. It notes that supply chain can help innovation by getting involved early in the development process, creating a dedicated team within supply chain to support innovation, and defining key performance indicators focused on speed to market and limiting upfront costs rather than traditional supply chain metrics like cost and quality. The document advocates for strategies like "failing cheap" and scaling innovations rapidly to help companies balance short-term returns with long-term investments in innovation.
Laurence Coudroy from Johnson & Johnson on ‘SCM as a Market Strategy Differen...eyefortransport
Johnson & Johnson has a complex distribution network in Europe for its Medical Devices & Diagnostics division. The network includes 26 distribution sites across multiple countries using 11 different systems. Annual shipments exceed 2.1 million orders. There are opportunities to improve operational synergies and reduce physical distribution costs above benchmarks. J&J's strategy is to consolidate distribution into a centralized European Distribution Center to standardize processes, systems and improve service levels across Europe. This multi-year optimization journey began in 2005 and will continue through 2011 with additional country and product transfers to the EDC.
Hugh Williams from Hughenden Consulting; Chairman’s Opening Addresseyefortransport
The document discusses supply chain planning, consultancy, education, tools and techniques. It provides quotes about supply chain planning and management. The quotes emphasize the importance of continuous progress and improvement in supply chain processes, integrating planning across the supply chain, and addressing cash flow issues. Graphics advertise an upcoming forum on supply chain topics and the experience and global reach of Hughenden Consulting in providing supply chain services.
Louis Vitalis from Nippon Express; ‘Take Your 3PL Sales and Marketing Strateg...eyefortransport
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3PL Strategies for Moving to New Markets, Slawomir Blotny, Vice President of the Board, Raben Group
1. Brussels, 24-25 November 2010
3PL Strategies for Moving to
New Markets
Slawomir Blotny
Vice-President of the Board / Key Account Executive
Raben Group
4. Agenda
• Introduction of Raben Group
• How we entered the countries we now operate in
• The advantages and challenges of starting operations in new
markets vs. acquisitions
• Lessons learned
4
5. Raben Group – Employment
6000
5200 *
5000
4700
4500
4000 4000
3500
3000 3000
2300
2000 2000
1600
1150
1000
700
209
0 1 50
1931 1991 1994 1997 2000 2002 2003 2004 2005 2006 2007 2008 2009 2010
Data at the end of each year
* status as at 31.10.2010 5
7. Raben Group’s operations in Europe
Raben Group depots
countries in which branches of Raben Group are located
countries covered by Raben Group services
7
8. Raben Group
• Family-owned & family-managed
• Group of companies with serious intention of
growth
• Focus on Customer Service
• Corporate rules of management
• Employment - ca. 5200
• Total warehouse capacity - ca. 485.000 m2
• Transport means at disposal - ca. 4000
8
13. • Acquisitions:
• Product fit
• Company culture
• Position in the market
• Management capabilities
• Profitability
13
14. The advantages and
challenges of starting
operations in new markets
vs. acquisitions
15. Culture
Yes No
Organic
Acquisition
growth
Stable Unstable
company company
15
16. Culture
Yes No
• Culture
• Local
• Business
16
17. Organic growth Culture
Yes No
Organic
growth
Advantages Challenges
Customers, business partner need a long time
implementation of own processes
to give trust to the new organisation
perfect match with the company vision, long way to achieve satisfying market
mission, strategy, products share/critical mass to be cost effective
create own organization culture, people act in
difficulties to hire excellent staff
the same direction
investment can be spread over longer period overpay salaries
17
18. Stable company Culture
Yes No
• Acquisitions of a stable company Organic
Acquisition
growth
• Financial performance
Stable Unstable
company company
• Management capabilities
• Customers
• Market shares
• Operations
18
19. Stable company Culture
Yes No
Organic
Acquisition
growth
Stable Unstable
company company
Advantages Challenges
integration plan - 100 and 360 days CEO? If owner, what is his/her future like?
providing managers with new opportunities for own funds needed in today’s financial market
career growth situation
you can share the best practices
buy „healthy” market share, Customers,
Employees, know how
synergy effects
19
20. Unstable company Culture
Yes No
• Acquisition of an unstable company Organic
Acquisition
growth
• Financial performance - low or
Unstable
company
• Management capabilities - poor or
• Customers - not satisfied or
• Market shares - low or
• Operations - low/poor level
20
21. Unstable company Culture
Yes No
Organic
Acquisition
growth
Unstable
company
Advantages Challenges
difficulties to explain this path to shareholders
synergy effect possible
and stakeholders
providing managers with new opportunities for integration plan with support of full team (HQ,
career growth other BUs’ of the Raben Group and local)
skeletons in the closet
own funds needed in today’s financial market
situation
CEO? If owner, what is his/her future like?
21
25. Lessons learned
• The culture of the company, especially its management is crucial
• It seems that our business units do much better if their HQs
are located outside the countries' capitals
• Due diligence may show good financial and legal result but this
does not mean that operations and customer relations are at
expected level
• International company versus local entrepreneur
• We do not have to be present everywhere
25
26. Rabenizing in progress
Total: 485,000m2
Poland
250,000m2
Germany Baltic States
70,000m2 3,000m2
Ukraine
50,000m2
The
Netherlands
Hungary
4,000m2
22,000m2
The Czech Rep. / Slovakia
85,000m2
26
28. You have plenty of nails in each decision,
the key is to choose the proper one
28
29. Thank you for your attention!
If you have any questions,
please, do not hesitate to ask
now or contact us later:
Slawomir Blotny
Vice-President of the Board / Key Account Executive
Raben Group
phone: + 48 61 89 88 219
e-mail: Slawomir.Blotny@raben-group.com
29