The document summarizes Expense Reduction Analysts (ERA), a consulting firm that helps companies reduce indirect operating expenses through cost analysis and benchmarking. ERA has achieved average savings of 20% for clients across various expense categories such as chemicals, freight, office supplies, and more. The document outlines ERA's process, from understanding a client's business to implementing recommendations and monitoring savings over 24 months.
Whether you manufacture pallets, you pivoted from your core product to produce PPE, or maybe you are a retailer who is looking for some great insight from industry experts or you have accounting or finance questions related to your construction business or any manner of business in between, we would be glad to have you join us.
The topics we will cover are not only relevant and timely, but they are also sure to reveal growth opportunities in your business. This special presentation features insight into the PPP Loan and Paycheck Protection Program Loan Forgiveness process, CARES Act implication, R&D opportunities, Human Resources compliance risks, and insight from leading professionals in the manufacturing and professional services space.
Specifically, we will discuss:
- Where we stand now and the future of manufacturing
- Risks in Manufacturing
- Cybersecurity Concerns and Issues
- State and Local Tax Risks
- HR Policies For Your Organization
This informative event will be hosted and moderated by Dustin Raber, director of manufacturing and distributions services at Rea & Associates.
Rea & Associates - 4th Annual Construction KickoffRea & Associates
Rea & Associates is proud to present the 4th Annual Construction Kickoff on Wednesday, January 26, 2022, at The Ohio State University Fawcett Center. Joined by Overmyer Hall and Kegler Brown, this free, in-person event will provide you with high-level updates, open discussions, and exclusive content for business leaders in the construction industry. You can expect a glimpse into the current and future considerations of the construction industry regarding tax, insurance, liability, and more!
UtiliTech is an energy consulting firm that provides bill auditing, energy procurement, and cost management services to help clients reduce their utility and telecom expenses. The document outlines UtiliTech's process of analyzing client bills and contracts, presenting savings opportunities, implementing changes, and monitoring ongoing savings. It notes that UtiliTech has identified over $80 million in refunds and savings for over 2,500 clients across various industries since 1991.
This year, we are proud to be back in person for the fifth annual Manufacturing Education Day on October 29, 2021. As the year comes to an end Rea & Associates is thrilled to bring together top industry experts to support the ongoing success of the manufacturing industry.
Whether you manufacture pallets, pivoted your core products, or are looking for great insight, register today to ensure you don’t miss this essential event!
UtiliTech is a private company founded in 1991 that specializes in bill audit services, energy procurement, supply and management services, and consulting to help clients reduce costs. They have performed audits for over 3,000 clients, analyzing over $1 billion in utility bills. Their audits have identified over $100 million in refunds and savings opportunities, with a historical success rate of 98% of audits resulting in savings and a refund rate of 54% realizing over 10% in annual savings. UtiliTech employs a transparent process of data collection, analysis, findings presentation, implementation, and monitoring to deliver verified savings for their diverse client base in the healthcare, education, manufacturing, and government sectors.
The Uniform Grant Guidance (2 CFR 200), released in December 2013, replaced several Office of Management and Budget (OMB) administrative, cost and audit circulars, and as a result, it changed the way many not-for-profit organizations and universities administered their grants.
New awards and funding increments to existing awards to which the federal agency modified the terms and conditions received after December 26, 2014, must follow the administrative requirements and cost principles under Uniform Grant Guidance (UGG). The new Single Audit requirements are effective for fiscal years beginning after December 26, 2014. For most not-for-profit organizations, that means the first time they will be subject to the new Single Audit requirements will be for their upcoming June 30, 2016 year-end.
As not-for-profit organizations prepare for the first Single Audit under UGG, they should look over these and other lessons we learned in year one of UGG.
The document summarizes a Rotaplast medical mission to Sohag, Egypt in June 2009 that provided cleft lip and palate surgery to 127 children. It discusses how Rotary clubs in California and Hawaii funded the $65,000-$100,000 cost of the mission after it was threatened by the economic downturn. It highlights photos from the mission showing the hospital and surgical facilities, patients and their families, and cultural experiences of the mission participants. It concludes by providing details for a planned return mission to Sohag in 2010.
Whether you manufacture pallets, you pivoted from your core product to produce PPE, or maybe you are a retailer who is looking for some great insight from industry experts or you have accounting or finance questions related to your construction business or any manner of business in between, we would be glad to have you join us.
The topics we will cover are not only relevant and timely, but they are also sure to reveal growth opportunities in your business. This special presentation features insight into the PPP Loan and Paycheck Protection Program Loan Forgiveness process, CARES Act implication, R&D opportunities, Human Resources compliance risks, and insight from leading professionals in the manufacturing and professional services space.
Specifically, we will discuss:
- Where we stand now and the future of manufacturing
- Risks in Manufacturing
- Cybersecurity Concerns and Issues
- State and Local Tax Risks
- HR Policies For Your Organization
This informative event will be hosted and moderated by Dustin Raber, director of manufacturing and distributions services at Rea & Associates.
Rea & Associates - 4th Annual Construction KickoffRea & Associates
Rea & Associates is proud to present the 4th Annual Construction Kickoff on Wednesday, January 26, 2022, at The Ohio State University Fawcett Center. Joined by Overmyer Hall and Kegler Brown, this free, in-person event will provide you with high-level updates, open discussions, and exclusive content for business leaders in the construction industry. You can expect a glimpse into the current and future considerations of the construction industry regarding tax, insurance, liability, and more!
UtiliTech is an energy consulting firm that provides bill auditing, energy procurement, and cost management services to help clients reduce their utility and telecom expenses. The document outlines UtiliTech's process of analyzing client bills and contracts, presenting savings opportunities, implementing changes, and monitoring ongoing savings. It notes that UtiliTech has identified over $80 million in refunds and savings for over 2,500 clients across various industries since 1991.
This year, we are proud to be back in person for the fifth annual Manufacturing Education Day on October 29, 2021. As the year comes to an end Rea & Associates is thrilled to bring together top industry experts to support the ongoing success of the manufacturing industry.
Whether you manufacture pallets, pivoted your core products, or are looking for great insight, register today to ensure you don’t miss this essential event!
UtiliTech is a private company founded in 1991 that specializes in bill audit services, energy procurement, supply and management services, and consulting to help clients reduce costs. They have performed audits for over 3,000 clients, analyzing over $1 billion in utility bills. Their audits have identified over $100 million in refunds and savings opportunities, with a historical success rate of 98% of audits resulting in savings and a refund rate of 54% realizing over 10% in annual savings. UtiliTech employs a transparent process of data collection, analysis, findings presentation, implementation, and monitoring to deliver verified savings for their diverse client base in the healthcare, education, manufacturing, and government sectors.
The Uniform Grant Guidance (2 CFR 200), released in December 2013, replaced several Office of Management and Budget (OMB) administrative, cost and audit circulars, and as a result, it changed the way many not-for-profit organizations and universities administered their grants.
New awards and funding increments to existing awards to which the federal agency modified the terms and conditions received after December 26, 2014, must follow the administrative requirements and cost principles under Uniform Grant Guidance (UGG). The new Single Audit requirements are effective for fiscal years beginning after December 26, 2014. For most not-for-profit organizations, that means the first time they will be subject to the new Single Audit requirements will be for their upcoming June 30, 2016 year-end.
As not-for-profit organizations prepare for the first Single Audit under UGG, they should look over these and other lessons we learned in year one of UGG.
The document summarizes a Rotaplast medical mission to Sohag, Egypt in June 2009 that provided cleft lip and palate surgery to 127 children. It discusses how Rotary clubs in California and Hawaii funded the $65,000-$100,000 cost of the mission after it was threatened by the economic downturn. It highlights photos from the mission showing the hospital and surgical facilities, patients and their families, and cultural experiences of the mission participants. It concludes by providing details for a planned return mission to Sohag in 2010.
What Is Expense Reduction Analysts Linkedin Powerpointnadinestewart
The document discusses how Expense Reduction Analysts, a global consulting firm, can help clients increase profits through reducing general and administrative (G&A) expenses without impacting quality or staffing costs. The firm uses a proprietary process and tools to analyze over 40 expense categories for clients and has achieved average savings of 20% across over 14,000 projects. The firm only charges a contingency fee based on actual savings realized for clients, ensuring no financial risk.
PrintVision is a technology company that uses a patented reverse auction process to help clients reduce printing costs. It has proven average savings of 20-40% on print procurement. Using PrintVision increases return on invested capital and earnings per share. For a live demonstration, contact Laurie McCabe at the provided email address and phone number.
The document summarizes the results of a payables review conducted for Example Corp in October 2014. It found $8.8 million in indirect expenses were eligible for review, with a target of identifying $1.4 million in potential savings across various expense categories like rent, professional services, marketing, and software/communications. Specific vendors and opportunities for cost reductions are outlined for each category along with expected timelines to achieve the savings.
This corporate presentation outlines Symantec's new strategy to strengthen its offerings by investing more in R&D, improving the customer experience, providing right-for-me offerings, and addressing broader customer needs through new integrated modular offerings. The strategy aims to accelerate organic growth above 5% annually and expand operating margins. Symantec will also simplify its organization and go-to-market approach to better serve customers and partners.
The document discusses a meeting between Expense Reduction Analysts (ERA) and a potential client to identify ways to reduce costs and increase profits. ERA proposes analyzing the client's expenses, identifying savings opportunities, and implementing changes with ERA receiving half the savings over 24 months as payment. Key cost categories are listed and the ERA process is described as analyzing current costs, finding hard-dollar savings options, and providing ongoing support and review.
This document provides information on managing agency data to improve results. It discusses collecting the right data on lead sources, tools for collection, training employees, and tracking key performance indicators like revenue per employee. Financial benchmarks are presented for agencies of different sizes. The importance of retention, cancellation reports, and staff key performance indicators are covered. Overall, the document emphasizes using data to optimize agency performance in areas like revenue, profitability, growth, and efficiency.
Learn about how to effectively shop for employee benefit plans by understanding the different type of plans, how pricing works and what to ask your advisor.
Oracle: Information’s Business Impact - Business Intelligenceebreger
This document discusses an Oracle BI Applications project for infoGROUP Inc. It identifies opportunities to reduce expenses and days sales outstanding through improved financial analytics and reporting. Implementing Oracle's pre-built financial analytics solution could provide insights to optimize processes, with estimated potential savings of $2.6 million over 5 years through small reductions in expenses and DSO.
Certain statements in the materials may be forward-looking and involve risks and uncertainties. Investors should review SEC filings to understand associated risks. All material is copyrighted by Direct Insite. While forward-looking statements are made, the company does not undertake to update them. Direct Insite provides invoice automation solutions and has a growing customer base and supplier network.
The Manufacturing Extension Partnership (MEP) provides business assistance to US manufacturers through a network of 59 centers across the country. MEP assesses performance at multiple levels - client impacts, center performance, and overall program performance. Key metrics include sales, cost savings, jobs created for clients. MEP evaluates centers annually based on metrics like impacts achieved and clients served relative to funding. Studies also evaluate long-term impacts on client competitiveness and regional economic effects. MEP aims to strengthen US manufacturing through improving business practices and connecting manufacturers to resources.
The document outlines Intuit's investor day agenda and materials. It includes presentations on Intuit's strategy to win in key areas like the QuickBooks Online ecosystem, TurboTax online and mobile, accountants, technology, data and security. The document reflects on Intuit's successful transition to a cloud and platform business model over the past 4 years and doubling of its total addressable market. It discusses priorities and metrics for the coming year to continue delighting customers through product experiences, data insights, ecosystem contributions and security leadership.
This document discusses how pest control companies can grow their bottom line through measuring and improving quality of service, customer retention, and teamwork. It provides examples of how to measure these factors, such as tracking call back rates and advertising spending as a percentage of revenue. Improving these areas can increase a company's gross profit per hour and reduce their break-even point, helping to maximize profits. The document emphasizes the importance of executing strategies through measurement in order to successfully grow a pest control business.
This document discusses how pest control companies can grow their bottom line through measuring and improving quality of service, customer retention, and teamwork. It provides examples of how to measure these factors, such as tracking call back rates and advertising expenses as a percentage of revenue. Improving these areas can increase a company's gross profit per hour and reduce their break-even point, ultimately leading to higher profits. The document advocates for executing strategies based on measurement and benchmarks in order to successfully improve performance.
This document discusses how pest control companies can grow their bottom line through measuring and improving quality of service, customer retention, and teamwork. It provides examples of how to measure these factors, such as tracking call back rates and advertising spending as a percentage of revenue. Improving these areas can increase a company's gross profit per hour and reduce their break-even point, ultimately leading to higher profits. The document advocates for executing strategies based on measurement and benchmarks in order to successfully improve performance.
Virgin Mobile is considering entering the cellular industry by targeting 14-24 year olds. This is an underserved segment that is dissatisfied with major carriers' pricing structures involving contracts, hidden fees, and pricing buckets. Virgin's approach would eliminate these issues in favor of prepaid plans with transparent per-minute pricing and value-added services. While appealing to customers, this risks increased churn and costs. However, Virgin could offset these through lower acquisition costs, a simplified pricing structure, and developing a differentiated value proposition to attract and retain customers despite the lack of contracts. Financial projections show Virgin could achieve profitability with a per-minute price of 6.4 cents or higher.
The document discusses how IBM helps clients implement smarter processes through business process management (BPM) and operational decision management. It provides examples of how automating processes and decision logic can significantly improve outcomes like reducing claims processing time from weeks to hours and increasing straight-through processing from 22% to 96%. The document also outlines IBM's capabilities in BPM and decision management software and services and how clients can start with small projects and build toward enterprise-wide transformation.
The document discusses a review conducted by Deloitte of fees and charges associated with Good Manufacturing Practice (GMP) regulation by the Therapeutic Goods Administration (TGA) in Australia. The review found an average annual under-recovery of $2.1 million over the past four years. Several options for revised fee structures were proposed and consulted on. Option 3B was selected, which phases in increases to certain fees over three years to reduce impacts on industry while allowing full cost recovery. Key changes include new annual licensing fees for domestic manufacturers and increased fees for GMP clearance applications and compliance verifications.
Pizza Hut was facing declining sales and changing customer demands. Customers wanted more pizza customization and faster ordering options like online. Pizza Hut made several changes to their system like offering online and mobile ordering, adding more fresh and gluten-free options, and remodeling stores for faster service. They tracked the effects of these changes on sales. Now they plan to remodel more stores based on the results of evaluating the changes made.
What Is Expense Reduction Analysts Linkedin Powerpointnadinestewart
The document discusses how Expense Reduction Analysts, a global consulting firm, can help clients increase profits through reducing general and administrative (G&A) expenses without impacting quality or staffing costs. The firm uses a proprietary process and tools to analyze over 40 expense categories for clients and has achieved average savings of 20% across over 14,000 projects. The firm only charges a contingency fee based on actual savings realized for clients, ensuring no financial risk.
PrintVision is a technology company that uses a patented reverse auction process to help clients reduce printing costs. It has proven average savings of 20-40% on print procurement. Using PrintVision increases return on invested capital and earnings per share. For a live demonstration, contact Laurie McCabe at the provided email address and phone number.
The document summarizes the results of a payables review conducted for Example Corp in October 2014. It found $8.8 million in indirect expenses were eligible for review, with a target of identifying $1.4 million in potential savings across various expense categories like rent, professional services, marketing, and software/communications. Specific vendors and opportunities for cost reductions are outlined for each category along with expected timelines to achieve the savings.
This corporate presentation outlines Symantec's new strategy to strengthen its offerings by investing more in R&D, improving the customer experience, providing right-for-me offerings, and addressing broader customer needs through new integrated modular offerings. The strategy aims to accelerate organic growth above 5% annually and expand operating margins. Symantec will also simplify its organization and go-to-market approach to better serve customers and partners.
The document discusses a meeting between Expense Reduction Analysts (ERA) and a potential client to identify ways to reduce costs and increase profits. ERA proposes analyzing the client's expenses, identifying savings opportunities, and implementing changes with ERA receiving half the savings over 24 months as payment. Key cost categories are listed and the ERA process is described as analyzing current costs, finding hard-dollar savings options, and providing ongoing support and review.
This document provides information on managing agency data to improve results. It discusses collecting the right data on lead sources, tools for collection, training employees, and tracking key performance indicators like revenue per employee. Financial benchmarks are presented for agencies of different sizes. The importance of retention, cancellation reports, and staff key performance indicators are covered. Overall, the document emphasizes using data to optimize agency performance in areas like revenue, profitability, growth, and efficiency.
Learn about how to effectively shop for employee benefit plans by understanding the different type of plans, how pricing works and what to ask your advisor.
Oracle: Information’s Business Impact - Business Intelligenceebreger
This document discusses an Oracle BI Applications project for infoGROUP Inc. It identifies opportunities to reduce expenses and days sales outstanding through improved financial analytics and reporting. Implementing Oracle's pre-built financial analytics solution could provide insights to optimize processes, with estimated potential savings of $2.6 million over 5 years through small reductions in expenses and DSO.
Certain statements in the materials may be forward-looking and involve risks and uncertainties. Investors should review SEC filings to understand associated risks. All material is copyrighted by Direct Insite. While forward-looking statements are made, the company does not undertake to update them. Direct Insite provides invoice automation solutions and has a growing customer base and supplier network.
The Manufacturing Extension Partnership (MEP) provides business assistance to US manufacturers through a network of 59 centers across the country. MEP assesses performance at multiple levels - client impacts, center performance, and overall program performance. Key metrics include sales, cost savings, jobs created for clients. MEP evaluates centers annually based on metrics like impacts achieved and clients served relative to funding. Studies also evaluate long-term impacts on client competitiveness and regional economic effects. MEP aims to strengthen US manufacturing through improving business practices and connecting manufacturers to resources.
The document outlines Intuit's investor day agenda and materials. It includes presentations on Intuit's strategy to win in key areas like the QuickBooks Online ecosystem, TurboTax online and mobile, accountants, technology, data and security. The document reflects on Intuit's successful transition to a cloud and platform business model over the past 4 years and doubling of its total addressable market. It discusses priorities and metrics for the coming year to continue delighting customers through product experiences, data insights, ecosystem contributions and security leadership.
This document discusses how pest control companies can grow their bottom line through measuring and improving quality of service, customer retention, and teamwork. It provides examples of how to measure these factors, such as tracking call back rates and advertising spending as a percentage of revenue. Improving these areas can increase a company's gross profit per hour and reduce their break-even point, helping to maximize profits. The document emphasizes the importance of executing strategies through measurement in order to successfully grow a pest control business.
This document discusses how pest control companies can grow their bottom line through measuring and improving quality of service, customer retention, and teamwork. It provides examples of how to measure these factors, such as tracking call back rates and advertising expenses as a percentage of revenue. Improving these areas can increase a company's gross profit per hour and reduce their break-even point, ultimately leading to higher profits. The document advocates for executing strategies based on measurement and benchmarks in order to successfully improve performance.
This document discusses how pest control companies can grow their bottom line through measuring and improving quality of service, customer retention, and teamwork. It provides examples of how to measure these factors, such as tracking call back rates and advertising spending as a percentage of revenue. Improving these areas can increase a company's gross profit per hour and reduce their break-even point, ultimately leading to higher profits. The document advocates for executing strategies based on measurement and benchmarks in order to successfully improve performance.
Virgin Mobile is considering entering the cellular industry by targeting 14-24 year olds. This is an underserved segment that is dissatisfied with major carriers' pricing structures involving contracts, hidden fees, and pricing buckets. Virgin's approach would eliminate these issues in favor of prepaid plans with transparent per-minute pricing and value-added services. While appealing to customers, this risks increased churn and costs. However, Virgin could offset these through lower acquisition costs, a simplified pricing structure, and developing a differentiated value proposition to attract and retain customers despite the lack of contracts. Financial projections show Virgin could achieve profitability with a per-minute price of 6.4 cents or higher.
The document discusses how IBM helps clients implement smarter processes through business process management (BPM) and operational decision management. It provides examples of how automating processes and decision logic can significantly improve outcomes like reducing claims processing time from weeks to hours and increasing straight-through processing from 22% to 96%. The document also outlines IBM's capabilities in BPM and decision management software and services and how clients can start with small projects and build toward enterprise-wide transformation.
The document discusses a review conducted by Deloitte of fees and charges associated with Good Manufacturing Practice (GMP) regulation by the Therapeutic Goods Administration (TGA) in Australia. The review found an average annual under-recovery of $2.1 million over the past four years. Several options for revised fee structures were proposed and consulted on. Option 3B was selected, which phases in increases to certain fees over three years to reduce impacts on industry while allowing full cost recovery. Key changes include new annual licensing fees for domestic manufacturers and increased fees for GMP clearance applications and compliance verifications.
Pizza Hut was facing declining sales and changing customer demands. Customers wanted more pizza customization and faster ordering options like online. Pizza Hut made several changes to their system like offering online and mobile ordering, adding more fresh and gluten-free options, and remodeling stores for faster service. They tracked the effects of these changes on sales. Now they plan to remodel more stores based on the results of evaluating the changes made.
3. 1 . Introduction to Expense Reduction Analysts 2. Understanding [company] 3. Working with ERA 4. Next steps
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9. Savings – Specialty Chemicals Client — Ceramics manufacturer Spend — $336,000 Annual Savings — 31% Hidden Savings — $ 103,000 for year one; $301,450 for subsequent years as capacity expands The client knew Consultants had superior technical and industry expertise to handle an analysis of both its core and non-core specialty chemicals spend.
10. Client — Wholesale distributor Spend — $2.1 million a year Annual Savings — 23% Hidden Savings — $400,000 a year ____________________________ 13% 17.8% Savings – Freight (LTL, FTL, International) Client — Manufacturer Spend — $256,000 a year Annual Savings — 34% Hidden Savings — $73,000 a year Industry expertise and propri- etary benchmark data led to better pricing with tiered rates
11. Savings – Janitorial Services/Supplies Client — USSI, Inc. Janitorial service provider Spend — $2.2 million Annual Savings — 16.5% Hidden Savings — $363,000 a year Client — Regional Bank 30+ branches Spend — $250,000 Annual Savings —16% Hidden Savings — $40,000 a year ____________________________ “ These savings help us main- tain current pricing levels and reduce pressure on profit margins.” ~ Stephanie Nester USSI Controller
12. 13% Savings - Merchant Card Processing Client — NutriSystem Spend — $370,000 Annual Savings — 59% Hidden Savings — $220,000 a year ____________________________ Client — Goodwill of the Heartland Spend — $84,000 Annual Savings — 25% Hidden Savings — $21,000 a year “ It didn’t take me long to appreciate ERA’s professionalism and innovation.” ~ Tammie Erb, CFO Goodwill of the Heartland
13. Savings – Office Consumables Client — Regional hospital network Spend — $370,000 Annual Savings — 33% average over 3-year contract Hidden Savings — $400,000 a year over 3-year contract Client — Law firm Spend — $68,000 Annual Savings — 23.5% Hidden Savings — $16,000 a year ____________________________ Three-year contract with the existing supplier beat national GPO pricing
14. Savings – Packaging Client — Cosmetics and consumer products manufacturer Spend — $450,000 Annual Savings — 33% Hidden Savings — $150,000 a year Client — Universal Printing and Manufacturing Company Spend — $325,000 Annual Savings — 21% Hidden Savings — $68,200 a year ____________________________ “ I’m glad we asked for ERA’s assistance. We’re pleased with the savings found.” ~ Mike Dehlic Vice President-Operations Universal Printing
15. Savings – Payroll Processing Client — Engineering firm 200 employees Spend — $38,000 Annual Savings — 28% Hidden Savings — $10,500 Client — Manufacturer 1,300 employees Spend — $150,000 Annual Savings — 45% Hidden Savings — $67,500 a year ____________________________ Many companies rely on big industry players, but end up paying for features they do not use
16. Client — National insurance broker Spend — $379,000 Annual Savings — 30% Hidden Savings — $113,000 a year ____________________________ 13% 17.8% Savings – Printing Services Client — Robotics manufacturer Spend — $35,400 Annual Savings — 20% Hidden Savings — $7,080 a year Insurance broker was able to increase funding for marketing projects to help grow business
17. Savings – Records Management Client — Architectural firm Spend — $47,500 Annual Savings — 63% Hidden Savings — $30,000 a year Client — Healthcare system Spend — $304,500 Annual Savings — 60% Hidden Savings — $182,000 a year ____________________________ Consultants compare contract terms, security, delivery performance, storage costs and exit fees against industry benchmarks
18. Client — Sun Microstamping Spend — $105,000 Annual Savings — 28% Hidden Savings — $29,500 a year ____________________________ 13% 17.8% Savings - Small Package Freight Client — Universal Printing & Manufacturing Spend — $439,000 Annual Savings — 21% Hidden Savings — $92,190 a year “ I know ERA will ensure we are getting the best value for our dollar.” ~ Michael Shirley, CFO Sun Microstamping
19. Savings - Telecommunications Client — AFC Worldwide Express Spend — $410,000 Annual Savings — 16% Hidden Savings — $63,800 a year ____________________________ Client — Agricultural company Spend — $187,000 Annual Savings — 25% year one; 12% every year thereafter Hidden Savings — $47,000 year one; $21,600 every year thereafter ERA immediately spotted overcharges and billing errors and secured retroactive adjustments of $25,000+ for agricultural company.
20. Savings – Temporary Labor Client — Gourmet snacks producer Spend — $2.3 million Annual Savings — 15% Hidden Savings — $350,000 a year Client — HVAC manufacturer Spend — $302,750 Annual Savings — 25% Hidden Savings — $75,700 a year ____________________________ Industry experts evaluate providers on net billable rates, performance, service and payment terms
21. Savings – Waste Management Client — National restaurant chain Spend — $842,000 Annual Savings — 19% Hidden Savings — $162,000 Client — Sun Microstamping Technologies Spend — $38,000 Annual Savings — 37% Hidden Savings — $14,000 a year ____________________________ Clients are often told they are getting the best prices possible. ERA industry knowledge and benchmark data counter these assertions.
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27. Implementation Gather data; meet with stakeholders; analyze spend ACTIVITY Issue RFPs; evaluate results Select suppliers; implement recommendations; validate full implementation DELIVERABLE Baseline Report Recommendation Report Implementation FEES None 10% of total savings 10% of total savings; balance to be paid over next 24 months Baseline Report Recommendation Report Review TIMEFRAME From start of project 30 days 60 days 95 days Monthly/Quarterly for 24 months Continue monitoring price and quality; verify ongoing savings If necessary: Make adjustments and correct supplier non-compliance Balance of 24-month contract fees Working with ERA – Process Timeline