This document discusses driving management technology through Enterprise Performance Optimization (EPO). EPO is a framework that sets transparent performance targets and allocates resources across processes and dimensions to maximize returns. It uses prescriptive analytics to optimize targets based on peer benchmarks. Implementing EPO through a software platform can help organizations improve volume by 10-15% and profitability by 30% within two quarters by finding hidden potential and driving targets toward 100% achievement.
Alta Bering Retail and Consumer Industry SolutionsLevend Beriker
This document discusses driving management technology through Enterprise Performance Optimization (EPO). EPO is a framework and software platform that sets uniquely balanced performance targets and allocates resources across processes to optimize returns. EPO enhances existing management methods by treating performance as a resource-constrained problem and optimizing targets based on peer benchmarks. Typical impacts of EPO include 10-30% efficiency gains through improved target setting and decision-making.
This document summarizes the offerings of Veracitiz, a consulting firm specializing in performance management solutions. It provides an overview of their Cognos-based products and services including TM1, Enterprise Planning, BI Suite and Controller. It also includes case studies on implementing TM1 for a cement company's financial planning, health checkups for an IT company, and consulting for a financial institution. Veracitiz focuses on process optimization and aims to maximize return on investment for clients through their IBM-authorized solutions and global implementation methodology.
This document outlines a presentation on outsourcing as a supply chain strategy. It includes an introduction to outsourcing, types of activities that can be outsourced, and strategies for evaluating outsourcing options. Key methodologies discussed include using factor rating to evaluate country and provider risks, and using break-even analysis to determine cost-effectiveness of outsourcing. Advantages, disadvantages, and ethical issues related to outsourcing are also covered.
This document outlines the key topics and tools covered in a module on operations management decision-making. It includes an introduction to decision trees, decision tables, and the three types of decision-making environments: uncertainty, risk, and certainty. Formulas for expected monetary value, maximum, minimum and equally likely choices under uncertainty are provided. The document concludes with learning objectives and examples of using decision trees to evaluate sequential and ethical decisions.
This document outlines a PowerPoint presentation on linear programming. It discusses requirements for linear programming problems such as having an objective function and constraints. It provides examples of formulating linear programming problems, including using the Shader Electronics example to determine the product mix that maximizes profit. Graphical solution methods like the iso-profit line method and corner-point method are described. The document also covers sensitivity analysis and how changes to constraints can impact the optimal solution. Solving minimization problems, and applying linear programming to production mix, diet, and labor scheduling examples are also outlined.
FedEx uses a central hub concept for its location strategy. This enables the company to service more locations with fewer aircraft by matching aircraft flights with package loads. It also reduces delays and mishandling by maintaining total control of packages from pickup to delivery. Some key factors that affect location decisions for companies include labor productivity, exchange rates, costs, political risks, proximity to markets and suppliers, and service strategies of competitors.
The document summarizes SNP Transformation Backbone, a software platform for automated transformation of business applications. The key points are:
1) SNP TB is a standard software for holistic and automated transformation of ERP systems, with over 1,400 successful projects.
2) It uses a software-based approach for technical implementation and transformation management, providing benefits like increased efficiency, transparency, and reduced risk compared to traditional manual methods.
3) The platform supports various transformation scenarios like mergers/acquisitions, upgrades, and reorganizations through integrated workflows and tools.
Alta Bering Retail and Consumer Industry SolutionsLevend Beriker
This document discusses driving management technology through Enterprise Performance Optimization (EPO). EPO is a framework and software platform that sets uniquely balanced performance targets and allocates resources across processes to optimize returns. EPO enhances existing management methods by treating performance as a resource-constrained problem and optimizing targets based on peer benchmarks. Typical impacts of EPO include 10-30% efficiency gains through improved target setting and decision-making.
This document summarizes the offerings of Veracitiz, a consulting firm specializing in performance management solutions. It provides an overview of their Cognos-based products and services including TM1, Enterprise Planning, BI Suite and Controller. It also includes case studies on implementing TM1 for a cement company's financial planning, health checkups for an IT company, and consulting for a financial institution. Veracitiz focuses on process optimization and aims to maximize return on investment for clients through their IBM-authorized solutions and global implementation methodology.
This document outlines a presentation on outsourcing as a supply chain strategy. It includes an introduction to outsourcing, types of activities that can be outsourced, and strategies for evaluating outsourcing options. Key methodologies discussed include using factor rating to evaluate country and provider risks, and using break-even analysis to determine cost-effectiveness of outsourcing. Advantages, disadvantages, and ethical issues related to outsourcing are also covered.
This document outlines the key topics and tools covered in a module on operations management decision-making. It includes an introduction to decision trees, decision tables, and the three types of decision-making environments: uncertainty, risk, and certainty. Formulas for expected monetary value, maximum, minimum and equally likely choices under uncertainty are provided. The document concludes with learning objectives and examples of using decision trees to evaluate sequential and ethical decisions.
This document outlines a PowerPoint presentation on linear programming. It discusses requirements for linear programming problems such as having an objective function and constraints. It provides examples of formulating linear programming problems, including using the Shader Electronics example to determine the product mix that maximizes profit. Graphical solution methods like the iso-profit line method and corner-point method are described. The document also covers sensitivity analysis and how changes to constraints can impact the optimal solution. Solving minimization problems, and applying linear programming to production mix, diet, and labor scheduling examples are also outlined.
FedEx uses a central hub concept for its location strategy. This enables the company to service more locations with fewer aircraft by matching aircraft flights with package loads. It also reduces delays and mishandling by maintaining total control of packages from pickup to delivery. Some key factors that affect location decisions for companies include labor productivity, exchange rates, costs, political risks, proximity to markets and suppliers, and service strategies of competitors.
The document summarizes SNP Transformation Backbone, a software platform for automated transformation of business applications. The key points are:
1) SNP TB is a standard software for holistic and automated transformation of ERP systems, with over 1,400 successful projects.
2) It uses a software-based approach for technical implementation and transformation management, providing benefits like increased efficiency, transparency, and reduced risk compared to traditional manual methods.
3) The platform supports various transformation scenarios like mergers/acquisitions, upgrades, and reorganizations through integrated workflows and tools.
The document summarizes how SNP's T-Bone software platform can help companies prepare for and implement business transformations. The T-Bone platform provides tools to analyze a company's IT landscape, plan transformations, execute projects, and ensure compliance. It supports scenarios like mergers, splits, and upgrades. T-Bone offers benefits like reducing costs and integrating heterogeneous systems.
This document introduces SNP T-Bone Data Provisioning and Masking (DPM), a module that helps companies provision optimized test data from their ERP production systems. DPM addresses challenges like regularly refreshing QA systems, anonymizing sensitive data for non-production use, and reducing data volumes for storage efficiency. It provides a flexible tool to select relevant data, apply customizable masking and reduction rules, and optimize data for various test phases while meeting compliance requirements.
This document discusses learning curves in operations management. It contains 3 learning objectives: 1) define a learning curve, 2) use arithmetic concepts to estimate times, and 3) compute learning curve effects using logarithmic and learning coefficient approaches. It then provides an outline of topics, examples of industries with learning curves, and explanations of the arithmetic, logarithmic, and learning coefficient approaches for estimating costs and times with experience.
The document outlines concepts related to Just-in-Time (JIT) and lean operations, including:
1) JIT aims to have materials arrive where and when needed to eliminate waste using techniques like partnerships between suppliers and purchasers, small lot sizes, and reduced setup times.
2) The Toyota Production System emphasizes removing variability and waste through continuous improvement, respect for employees, and standard work practices.
3) Implementing JIT, TPS, and lean concepts can improve a company's throughput and competitiveness by exposing problems, reducing costs and inventory, and improving quality.
The document outlines a chapter on aggregate planning from an operations management textbook. It discusses aggregate planning strategies like changing capacity, demand, and mixes. Graphical and mathematical methods for aggregate planning are presented. An example shows a roofing supplier developing two aggregate plans - one with constant production and the other varying production monthly. Key costs like inventory carrying and labor costs are provided to analyze the plans. The learning objectives cover defining aggregate planning, identifying strategies, and solving problems graphically and mathematically.
The document discusses maintenance and reliability in operations management. It outlines key topics like improving individual components, providing redundancy, implementing preventive maintenance, and increasing repair capabilities. The document uses the example of Orlando Utilities Commission, which takes its power plants offline for weeks of maintenance each year and overhauls systems every three years to complete over 1,800 tasks, to illustrate the strategic importance of maintenance and reliability.
Here is a process to minimize material handling costs for arranging 6 departments in a factory layout:
1. Map the material flow between each department pair and estimate the volume of material (Xij) and cost per load (Cij) moved between each pair.
2. Calculate the total material handling cost (MHC) for each possible layout arrangement by summing the costs between each department pair:
MHC = ΣΣ XijCij
3. Try arranging the departments in different layouts that vary the distances between department pairs to minimize the total MHC. For example, arrange departments with the highest material flow closest together.
4. Compare the total MHC for each layout arrangement and select the one with the lowest cost
MT-C is a company that provides backup and storage solutions for IBM systems like iSeries, zSeries, and VSE. In 2012, MT-C was acquired by new Belgian shareholders and reorganized with a new management team. MT-C's product portfolio includes storage appliances, library servers, and client agents that allow backup of tapes located in physical or virtual tape libraries. In 2012, MT-C had sales in the Americas, Europe and Asia-Pacific regions and over 400 customers using its LMS/400, LMS/VSE, LMS/VM and other products. MT-C sees opportunities in the iSeries and mainframe markets where it can provide unique interconnectivity solutions to consolidate backup strategies.
The document outlines a PowerPoint presentation on waiting-line models. It discusses the characteristics of waiting-line systems including arrival characteristics like population size and patterns, waiting line characteristics like queue length and discipline, and service characteristics like design and time distribution. It also covers different queuing models like the single-channel M/M/1 model and multiple-channel M/M/S model as well as learning objectives on describing waiting-line systems and applying queuing formulas.
GP Strategies Corporation reported record financial results for fiscal year 2011. Revenue increased 28% to $333 million, net income rose 40% to $17.9 million, and diluted earnings per share grew 38% to $0.94. The company's acquisition strategy contributed significantly to its growth, expanding its service offerings and global presence. Looking forward, GP Strategies intends to focus on organic growth through new customers and increased cross-selling to existing clients, as well as selective acquisitions, to build on its strong financial performance and position itself for continued success.
The document outlines chapter 1 of an operations management textbook. It includes:
1) An introduction to operations management and the distinction between goods and services.
2) A description of the key functions of operations management including production, organizing production processes, and increasing productivity.
3) An overview of what operations managers do, including basic management functions like planning, organizing, staffing, leading, and controlling.
Delivering ERP Excellence Through Testing Excellence - T-mobile USA and SAP S...SAP Solution Extensions
How does an IT department provide high-availability, defect-free applications to its business users time after time? Mobile telecommunications leader T-Mobile USA uses SAP testing solutions with strong business processes to support a comprehensive application lifecycle management strategy. On over 50 projects to date, including a massive upgrade to the SAP ERP application, IT used these solutions to consistently deliver applications environments that have no critical postproduction issues.
This document provides an overview of HP's global supply chain management and sustainability efforts. It discusses how HP works with over 450 major material suppliers across 178 countries. It also outlines HP's efforts to promote social and environmental responsibility within its supply chain through initiatives like a supplier code of conduct, audits, and partnering with other companies on common standards and assessments. The goal is to drive improvements, rationalize HP's complex supply chain, and make sustainability an integrated part of its sourcing and business decisions.
Ramon estopina mba group introduction v4 [compatibility mode]restopi
The BT OneIT MBA Leadership Development Programme aims to drive transformation at BT and help it become a prominent new player in the IT market with a business and customer focus. The programme recruits experienced MBAs from top schools to work on internal consulting projects. Projects include analyzing IT costs and processes, developing strategy plans for areas like CRM, and evaluating vendors and offshoring initiatives. The diverse team of over 30 consultants has experience across industries like telecom, software, consulting and brings a mix of technical, business and international backgrounds to solve BT's business challenges.
Project Controls Expo - 31st Oct 2012 - Project Management Development - for ...Project Controls Expo
Project Management Development – the Benefits
Motivated & informed staff
Measurable & documented achievement
Awareness of standards
Common professional language
Good practice as standard
Improved employer, client and supplier relationships Professional recognition
Skilled, committed, project professionals
This document outlines the topics that will be covered in Chapter 11 on supply chain management. The chapter will discuss Darden Restaurants' global supply chains, strategies like many suppliers vs few suppliers vs vertical integration, ethics, e-procurement, vendor selection, logistics, and measuring performance. It provides learning objectives and introduces concepts like issues and opportunities in integrated supply chains, and the strategic importance of supply chain management.
The document discusses key concepts in supply chain management. It defines supply chain management as integrating activities involved in procuring materials, transforming them into products, and delivering products to customers. It also discusses how supply chain decisions impact business strategies like low-cost, differentiation, and responsiveness strategies. The document notes that supply chains present risks and outlines ways to mitigate risks in processes, controls, and the operating environment. Finally, it discusses ethics, sustainability, and economics in supply chain management.
This document outlines the key concepts and steps for statistical process control using control charts. It discusses control charts for variables, which use x-charts to monitor central tendency and R-charts to monitor dispersion. The document explains how to set control limits for these charts using factors from tables, and the importance of using both charts together. It also briefly introduces control charts for attributes and concepts like process capability. The overall goal is to distinguish natural from assignable causes of variation.
Information Economics Cost-Benefit Analysis on Automatic Billing System Imple...Trisnadi Wijaya
Information Economics Cost-Benefit Analysis
on Automatic Billing System Implementation
at Ogan Central Electronic
Authors:
Trisnadi Wijaya
Rika Kharlina Ekawati
Published at:
2014 International Conference on Economic and Information System Management Proceedings
ISBN : 978-602-71513-0-7
Proceedings URL : http://eprints.mdp.ac.id/1180/
Considerations in Selecting and Protecting Your IT InvestmentHelene Heller, PMP
The document discusses considerations for selecting and protecting IT investments, including the importance of aligning technology choices with business needs. It recommends using an enterprise IT structure and governance model to select projects that address end-to-end business processes and have a clear business case. A portfolio management approach is suggested to prioritize projects, optimize costs and benefits, and adapt to changing business needs. Key steps include understanding stakeholder goals, brainstorming potential enterprise solutions, and developing a business case for each project.
Apagen Solutions is an ERP consulting firm based in Delhi, India with international presence. They have expertise implementing and supporting OpenERP ERP solutions for various industries like IT, hologram, education, and more. Their services include ERP implementation, support, upgrades, and advisory. Apagen leverages industry templates and accelerators to efficiently implement customized OpenERP solutions that meet clients' business needs.
The document summarizes how SNP's T-Bone software platform can help companies prepare for and implement business transformations. The T-Bone platform provides tools to analyze a company's IT landscape, plan transformations, execute projects, and ensure compliance. It supports scenarios like mergers, splits, and upgrades. T-Bone offers benefits like reducing costs and integrating heterogeneous systems.
This document introduces SNP T-Bone Data Provisioning and Masking (DPM), a module that helps companies provision optimized test data from their ERP production systems. DPM addresses challenges like regularly refreshing QA systems, anonymizing sensitive data for non-production use, and reducing data volumes for storage efficiency. It provides a flexible tool to select relevant data, apply customizable masking and reduction rules, and optimize data for various test phases while meeting compliance requirements.
This document discusses learning curves in operations management. It contains 3 learning objectives: 1) define a learning curve, 2) use arithmetic concepts to estimate times, and 3) compute learning curve effects using logarithmic and learning coefficient approaches. It then provides an outline of topics, examples of industries with learning curves, and explanations of the arithmetic, logarithmic, and learning coefficient approaches for estimating costs and times with experience.
The document outlines concepts related to Just-in-Time (JIT) and lean operations, including:
1) JIT aims to have materials arrive where and when needed to eliminate waste using techniques like partnerships between suppliers and purchasers, small lot sizes, and reduced setup times.
2) The Toyota Production System emphasizes removing variability and waste through continuous improvement, respect for employees, and standard work practices.
3) Implementing JIT, TPS, and lean concepts can improve a company's throughput and competitiveness by exposing problems, reducing costs and inventory, and improving quality.
The document outlines a chapter on aggregate planning from an operations management textbook. It discusses aggregate planning strategies like changing capacity, demand, and mixes. Graphical and mathematical methods for aggregate planning are presented. An example shows a roofing supplier developing two aggregate plans - one with constant production and the other varying production monthly. Key costs like inventory carrying and labor costs are provided to analyze the plans. The learning objectives cover defining aggregate planning, identifying strategies, and solving problems graphically and mathematically.
The document discusses maintenance and reliability in operations management. It outlines key topics like improving individual components, providing redundancy, implementing preventive maintenance, and increasing repair capabilities. The document uses the example of Orlando Utilities Commission, which takes its power plants offline for weeks of maintenance each year and overhauls systems every three years to complete over 1,800 tasks, to illustrate the strategic importance of maintenance and reliability.
Here is a process to minimize material handling costs for arranging 6 departments in a factory layout:
1. Map the material flow between each department pair and estimate the volume of material (Xij) and cost per load (Cij) moved between each pair.
2. Calculate the total material handling cost (MHC) for each possible layout arrangement by summing the costs between each department pair:
MHC = ΣΣ XijCij
3. Try arranging the departments in different layouts that vary the distances between department pairs to minimize the total MHC. For example, arrange departments with the highest material flow closest together.
4. Compare the total MHC for each layout arrangement and select the one with the lowest cost
MT-C is a company that provides backup and storage solutions for IBM systems like iSeries, zSeries, and VSE. In 2012, MT-C was acquired by new Belgian shareholders and reorganized with a new management team. MT-C's product portfolio includes storage appliances, library servers, and client agents that allow backup of tapes located in physical or virtual tape libraries. In 2012, MT-C had sales in the Americas, Europe and Asia-Pacific regions and over 400 customers using its LMS/400, LMS/VSE, LMS/VM and other products. MT-C sees opportunities in the iSeries and mainframe markets where it can provide unique interconnectivity solutions to consolidate backup strategies.
The document outlines a PowerPoint presentation on waiting-line models. It discusses the characteristics of waiting-line systems including arrival characteristics like population size and patterns, waiting line characteristics like queue length and discipline, and service characteristics like design and time distribution. It also covers different queuing models like the single-channel M/M/1 model and multiple-channel M/M/S model as well as learning objectives on describing waiting-line systems and applying queuing formulas.
GP Strategies Corporation reported record financial results for fiscal year 2011. Revenue increased 28% to $333 million, net income rose 40% to $17.9 million, and diluted earnings per share grew 38% to $0.94. The company's acquisition strategy contributed significantly to its growth, expanding its service offerings and global presence. Looking forward, GP Strategies intends to focus on organic growth through new customers and increased cross-selling to existing clients, as well as selective acquisitions, to build on its strong financial performance and position itself for continued success.
The document outlines chapter 1 of an operations management textbook. It includes:
1) An introduction to operations management and the distinction between goods and services.
2) A description of the key functions of operations management including production, organizing production processes, and increasing productivity.
3) An overview of what operations managers do, including basic management functions like planning, organizing, staffing, leading, and controlling.
Delivering ERP Excellence Through Testing Excellence - T-mobile USA and SAP S...SAP Solution Extensions
How does an IT department provide high-availability, defect-free applications to its business users time after time? Mobile telecommunications leader T-Mobile USA uses SAP testing solutions with strong business processes to support a comprehensive application lifecycle management strategy. On over 50 projects to date, including a massive upgrade to the SAP ERP application, IT used these solutions to consistently deliver applications environments that have no critical postproduction issues.
This document provides an overview of HP's global supply chain management and sustainability efforts. It discusses how HP works with over 450 major material suppliers across 178 countries. It also outlines HP's efforts to promote social and environmental responsibility within its supply chain through initiatives like a supplier code of conduct, audits, and partnering with other companies on common standards and assessments. The goal is to drive improvements, rationalize HP's complex supply chain, and make sustainability an integrated part of its sourcing and business decisions.
Ramon estopina mba group introduction v4 [compatibility mode]restopi
The BT OneIT MBA Leadership Development Programme aims to drive transformation at BT and help it become a prominent new player in the IT market with a business and customer focus. The programme recruits experienced MBAs from top schools to work on internal consulting projects. Projects include analyzing IT costs and processes, developing strategy plans for areas like CRM, and evaluating vendors and offshoring initiatives. The diverse team of over 30 consultants has experience across industries like telecom, software, consulting and brings a mix of technical, business and international backgrounds to solve BT's business challenges.
Project Controls Expo - 31st Oct 2012 - Project Management Development - for ...Project Controls Expo
Project Management Development – the Benefits
Motivated & informed staff
Measurable & documented achievement
Awareness of standards
Common professional language
Good practice as standard
Improved employer, client and supplier relationships Professional recognition
Skilled, committed, project professionals
This document outlines the topics that will be covered in Chapter 11 on supply chain management. The chapter will discuss Darden Restaurants' global supply chains, strategies like many suppliers vs few suppliers vs vertical integration, ethics, e-procurement, vendor selection, logistics, and measuring performance. It provides learning objectives and introduces concepts like issues and opportunities in integrated supply chains, and the strategic importance of supply chain management.
The document discusses key concepts in supply chain management. It defines supply chain management as integrating activities involved in procuring materials, transforming them into products, and delivering products to customers. It also discusses how supply chain decisions impact business strategies like low-cost, differentiation, and responsiveness strategies. The document notes that supply chains present risks and outlines ways to mitigate risks in processes, controls, and the operating environment. Finally, it discusses ethics, sustainability, and economics in supply chain management.
This document outlines the key concepts and steps for statistical process control using control charts. It discusses control charts for variables, which use x-charts to monitor central tendency and R-charts to monitor dispersion. The document explains how to set control limits for these charts using factors from tables, and the importance of using both charts together. It also briefly introduces control charts for attributes and concepts like process capability. The overall goal is to distinguish natural from assignable causes of variation.
Information Economics Cost-Benefit Analysis on Automatic Billing System Imple...Trisnadi Wijaya
Information Economics Cost-Benefit Analysis
on Automatic Billing System Implementation
at Ogan Central Electronic
Authors:
Trisnadi Wijaya
Rika Kharlina Ekawati
Published at:
2014 International Conference on Economic and Information System Management Proceedings
ISBN : 978-602-71513-0-7
Proceedings URL : http://eprints.mdp.ac.id/1180/
Considerations in Selecting and Protecting Your IT InvestmentHelene Heller, PMP
The document discusses considerations for selecting and protecting IT investments, including the importance of aligning technology choices with business needs. It recommends using an enterprise IT structure and governance model to select projects that address end-to-end business processes and have a clear business case. A portfolio management approach is suggested to prioritize projects, optimize costs and benefits, and adapt to changing business needs. Key steps include understanding stakeholder goals, brainstorming potential enterprise solutions, and developing a business case for each project.
Apagen Solutions is an ERP consulting firm based in Delhi, India with international presence. They have expertise implementing and supporting OpenERP ERP solutions for various industries like IT, hologram, education, and more. Their services include ERP implementation, support, upgrades, and advisory. Apagen leverages industry templates and accelerators to efficiently implement customized OpenERP solutions that meet clients' business needs.
The document describes an online talent management software called e-Gauge. It allows leaders to hold employees accountable for developing skills linked to business results. The software helps identify best-fit candidates, develop internal talent, and understand training needs. It provides reporting to source internal candidates, enable career development, and easily set up skills-based mentoring. The tool measures competencies, sets growth goals, and tracks development for talent identification, succession planning, and decision-making.
This document summarizes an ERP post-implementation review conducted over six months. The review assessed the ERP project's success level, identified gaps and lessons learned, and made recommendations. Key findings included mostly positive feedback, some deviations from planned timelines and budgets, and over 70 identified issues across various business processes. Recommendations to address gaps included 26 business cases and 33 quick win actions. A workshop was later held with department heads to present results and discuss feedback from the three-year ERP project.
The document discusses delivering world class profitability and cost management. It describes how companies can better understand how they make profits and the relationships between cost objects to identify inefficiencies. It also talks about how to support business decisions through simulations and what-if analysis. Finally, it provides an example of how one famous American bank used these techniques.
Business Performance Solutions Clash Of The Titans The Market Remains Vibrant...Cezar Cursaru
This document provides an executive summary of a Forrester Research report on the business performance solutions (BPS) software market. It finds that the BPS market has seen significant growth and vendor consolidation in recent years. Forrester expects BPS software revenues to grow 12.7% through 2012 to $3.2 billion, despite temporary slowing due to the recession. The market is dominated by six large vendors, but also includes smaller BI, ERP, and pure-play BPS vendors. The report provides an overview of the BPS software category and functional elements.
Goal setting helps organization to have clear goals, which increases the chance for a smooth implementation and optimal return on an investment (ROI). ERP project goals for management, business & IT would be Strategic, Operational & tactical. Total Cost of Ownership (TCO) is the total cost (initial & recurring) of Software, Services, Infrastructure & Resource, Miscellaneous & other related factors for the successful ERP project. TCO has to strike the right balance between cost-efficiency & fulfillment of business requirements.
This document provides an overview of profitability and cost management solutions. It begins with a disclaimer and agenda. It then discusses how profitability analysis can expose hidden costs and how traditional tools like spreadsheets are insufficient for effective profitability analysis. The solution overview shows how Oracle EPM connects management processes. It also outlines a world class profitability and cost management process. Key components for implementing best practices are identified. The document then discusses delivering world class profitability through activities like creating meaningful cost models, examining profit and cost details, identifying cost causality, and evaluating scenarios. Customer success stories and the HPCM value proposition are presented. Finally, a simple example of a bikes manufacturing company seeking profitability insights is provided.
The document outlines Oracle's general product direction but is intended for information purposes only and does not represent a commitment to deliver functionality. It should not be relied upon for purchasing decisions. Oracle has sole discretion over the development, release, and timing of product features.
This document discusses a study that aimed to develop and validate an instrument to measure critical success factors for Enterprise Resource Planning (ERP) system implementations. The study defines 12 constructs related to ERP implementation success. It then describes the methodology used, which involved developing measurement scales for each construct and testing them on a survey of 53 organizations in Australia. The results validated a 65-item instrument measuring seven dimensions of ERP implementation. The document argues this model provides a valuable tool for researchers and practitioners to assess ERP implementation projects.
Primavera p6 r8 in a complex healthcare environment white paperp6academy
Primavera P6 EPPM can be implemented in complex healthcare environments to provide a central system for project management and analytics. It integrates with ERP systems and allows all departments to access project status and measures. Successful implementation requires planning, identifying stakeholders, governance, training, and testing. Tight integration with ERP provides advantages and analytics reveal large returns by improving project selection, costs, and timelines. EPPM drives status reporting, performance, and risk management to uncover portfolio value when aligned with business goals.
SAP CVN Supply Network Planning - Supply Planning Engine SelectionPlan4Demand
This document summarizes a presentation on supply chain planning given by Plan4Demand Solutions. The presentation covered challenges with supply planning, tools for optimization, and questions. It discussed Plan4Demand's consulting services in supply chain planning areas like demand forecasting and inventory optimization. The presentation also covered supply planning engine selection, change management, and challenges with aligning supply network planning results to master data.
This document provides an overview of ERP implementations in South Asian countries and discusses the challenges. It notes that ERP implementations in South Asia are more difficult and expensive than other parts of the world due to different socioeconomic conditions and currency differences. The document then discusses various stages of ERP implementation including pre-implementation where organizations choose a solution, evaluate vendors, and document business processes. During implementation, organizations configure the system, convert data, and train users. Post implementation involves ongoing system maintenance and support. Proper planning and execution of each stage is critical for implementation success.
This document reports on a study conducted on the impact of return on investment from implementing the ERP package E-Chain in manufacturing industries. The study was conducted for Chain Sys India Pvt Ltd, Chennai under the guidance of Prof. B. Unnikrishnan. It provides background on ERP systems and the ERP industry in India. Chain Sys India Pvt Ltd is introduced as an ERP solutions provider focused on small and medium enterprises. The objectives and methodology of the study are to analyze factors influencing return on investment and how E-Chain impacts business streamlining and operational control.
20090901 London Enterprise Session V3 ColourRogerBurlton
The document provides an overview of business process architecture and why it is important. It defines a business process architecture as a set of models and documents that describe an organization's business processes, their relationships, and how they align with strategic goals. The document discusses modeling enterprise processes, defining performance measures, establishing process governance, and aligning capabilities. It emphasizes that a business process architecture helps ensure enterprise processes support strategic intent and stakeholders.
The document discusses assessing an organization's readiness for business intelligence (BI). It defines BI and outlines key considerations like having executive sponsorship, realistic expectations, and dealing with data quality issues. The assessment process should deliver a high-level implementation plan, RFP, BI roadmap, skills gap analysis, and learning plan. Organizations are encouraged to put these deliverables in place to help ensure BI success.
The document discusses how IPRA plans to implement the Balanced Scorecard approach. [1] It provides an overview of the Balanced Scorecard framework and its benefits. [2] It then analyzes IPRA's current organizational structure and identifies issues like communication silos. [3] Finally, it outlines how IPRA will use the Balanced Scorecard across its departments and perspectives to better achieve its strategic goals and provide value to members.
The three elements of project management, people, processes, and tools must focus on processes first.
Without a process, the tools have no purpose.
Without a process, the people are unguided, or at best self guided
2. Presentation Overview
insurance
2 | 14
1. 2. 3. 4.
EPO EPO EPO Impact Solutions
The framework Methodology Corporate Returns Volume Targeting
The platform Growth Factors: Decision Analytics Workforce Allocation
correct target setting Incentive Compensation
5. 6.
How does EPO work? EPO
State objectives with Prescriptive analytics
data at work
Manage against
strategic goals
Alta Bering Management Technology Consultants Ltd. All rights reserved.
3. About Alta Bering
3 | 14
Alta Bering is a management technology and consulting house with
operations in North America and Europe since 1994. Levend Beriker
and Dr. Mahmut Karayel are Alta Bering’s founders and senior
partners.
Along with teams of developers, data scientists and consultants in
the US, Canada and Europe, Alta Bering has implemented cutting
edge management technology for benchmarking, targeting,
resource allocation and strategic planning.
Alta Bering’s clients are global retail banks, retail distribution
networks, mobile telecom, insurance and world leading FMCG
brands.
We serve our clients with a “rapid results” approach, using our
proprietary Enterprise Performance Optimization (EPO) platform.
Banking | Insurance | Retail | Distribution | FMCG | Telecom
Alta Bering Management Technology Consultants Ltd. All rights reserved.
4. 1.1.EPO
the framework
4 | 14
EPO is a management framework that pushes the performance envelope with
its ability to simultaneously and transparently allocate resource based perfor-
mance targets across multiple processes and performance dimensions. The
primary goal of EPO is to enable rapid execution of strategy.
EPO is used to prescribe uniquely balanced action for hundreds or thousands
of managed units that are currently subject to the laws of averages.
EPO enhances Balanced Scorecard, Economic Profit and strategic portfolio
management methods, including the aging growth-share matrix.
With EPO, migration paths for members of any portfolio of “investments” can
be reset along multiple dimensions with any frequency: re-balancing growth,
market share, profitability, customer experience, customer segments, products
and risk for maximum return on capital.
Alta Bering Management Technology Consultants Ltd. All rights reserved.
5. 1.2.EPO
the platform
5 | 14
EPO is also the name of our decision analytics
software platform that makes implementation of
the efficient frontier approach to targeting possible
and business complexity visibly manageable.
(http://www.altabering.com/alta-bering-epo.html)
The EPO platform has been used in financial services industry to mine for per-
formance opportunities, exploit potential, plan account manager/client sales
targets, optimize service workforce balance, distribution channels, balance
claim management and many others.
Alta Bering Management Technology Consultants Ltd. All rights reserved.
6. 2.1.EPO Methodology and Benefits
6 | 14
Data
Infrastructur e
Setup
EPO Platform
Data Analysis
Prescriptions and • PO is a method that sets performance
E
Visualiza tion targets and allocates resources for greater
efficiency of any process or business unit
• PO works by treating performance
E
as a resource constrained production problem
and optimizes performance targets based on
peer benchmarks
• PO can help beat targeted efficiency
E
Modeling Segmenta tion by 10 - 30% in three performance cycles
• sing EPO benchmarking, management can
U
monitor true performance with any frequency
Model Input
Selection
Alta Bering Management Technology Consultants Ltd. All rights reserved.
7. Our Perception
2.2.
growth factors
7 | 14
be
on
nc
ti
ec
hm
set di r
ar k
Target Setting
Motivation
Effort
e
me
g
su
a
ur
oa
re
o u tc o m e s
n at
ls
nu In our experience, correct target setting is critical
rture to achieving potential output. It is often more
important than initiatives to better assess market
potential, incentivizing marginal effort and
Market, Organization deployment of physical assets.
Legal Environment
Alta Bering Management Technology Consultants Ltd. All rights reserved.
8. EPO Impact
3.
8 | 14
Impact on Corporate Returns
With EPO an insurance organization would be able to retrieve hidden potential
across its network and distribution channels.
Typical two quarter improvement for insurance is 10-15% on volume
and 30% on profitability.
This level of improvement is possible because EPO drives target achievement
rates toward 100% of potential throughout the organization by:
• ffectively allocating all enterprise resources for maximum return
E
• inding and fixing performance problems quickly
F
• aking performance-related compensation schemes more effective
M
Impact on Decision Analytics
EPO will save valuable analyst time as it helps:
• apidly model and analyse massive amounts of performance data
R
• nlock the hidden value in large business intelligence investments
U
• onvince corporate agents of the need for improvement through transparent,
C
peer based performance targets
• ompress the “strategy to planning” process from months to days
C
Alta Bering Management Technology Consultants Ltd. All rights reserved.
9. 4.1.Solutions and Impact
insurance: growth and profitability
9 | 14
Experienced Offerings
Gain Range
Managing to averages leaves a lot of money
on the table even before strategy meets real- Sales Force
8 - 11 %
life constraints. Targeting
Alta Bering’s team of Data Scientists, Busi-
ness Analysts, Consultants and two decades Workforce
of practice proven, innovative approach to 3-8% Planning and
performance planning and resource alloca- Operations Staffing
tion, uncover years of pent up potential in
2-3 planning cycles. Balancing Channel
6 - 11 %
(www.altabering.com/alta-bering-epo.html) Potential
Overall Gain
Overall gains of 10-30% are typically 10% - 30%
achieved, through a combination 3-6%
Agency
of our offerings. Performance
Claim
3-5%
Management
Customer
10 - 15 % Retention
Development
Alta Bering Management Technology Consultants Ltd. All rights reserved.
10. 5.1.How does EPO work?
1. 2. 3.
10 | 14
EPO treats performance Units are segmented Analysis of data in indi- Slack re-allocated to the
as a resource constrained using clustering vidual segments using efficient units to opti-
production problem and methods based on key EPO Analysis to deter- mize volume and profit-
optimizes performance performance variables, mine the most efficient ability.
targets based on peer which ensures we are units (on the efficient Inputs: # of Claims
benchmarks on resource, comparing “like-for-like” frontier) which are # of Agents
wage and output levels. in performance evalua- subsequently used as # sales
tion. benchmarks to gauge expenses
the relative efficiency
(and slack or potential Outputs: Net Premium $
performance improve- # of policies
ment) of the other
units. Total Improvement
20.36% 20.36%
21.00%
Efficient frontier 18.00%
Output
15.00%
12.00%
9.00%
6.00%
3.00%
-11.59% -10.84% -9.10%
0.00%
Cluster 1
-3.00%
Cluster 2
-6.00%
Cluster 3
-9.00%
-12.00%
# of Staff # of Cust. Cost Loan Vol Deposits
Input
Alta Bering Management Technology Consultants Ltd. All rights reserved.
11. 5.2. Enabling Power Analysts
1. 2.
11 | 14
Classify data Segment for
optimization
3. State
4.
Benchmark
objectives against
using data objectives
fields
Alta Bering Management Technology Consultants Ltd. All rights reserved.
12. 5.3. Enabling Enterprise Performance
5. 6.
12 | 14
Discover Analyze
potential sources of
improvement performance
lift
7.
Generate unit
8.
Explain recom-
specific recom- mendations
mendations
Alta Bering Management Technology Consultants Ltd. All rights reserved.
13. EPO
6.
prescriptive analytics at work
13 | 14
visualization
Performance Warehouse optimizer
6.
1. 2. 3.
5. olap cube
EPO approach delivers
cross functional analytics
for long-range strategies, 4.
short-range plans, and
annual tactical initia-
tives. Internal data sources EPO results are inte-
Data sources can include are typically refreshed grated into the enter-
PL, Operational Data, monthly and weekly, prise BI platform.
syndicated data and external data sources as
more. they become available.
Alta Bering Management Technology Consultants Ltd. All rights reserved.
14. C
ontact Us
14 | 14
Levend Beriker, Managing Partner
levendberiker@altabering.com
Mahmut Karayel, Partner – Chief Scientist
mahmutkarayel@altabering.com
Michelle Fernandes, Director Business Development
michellefernandes@altabering.com
Onur Bilgili, Senior Consultant
onurbilgili@altabering.com
Vancouver | Berkeley | Toronto | İstanbul
www.altabering.com
Thank You.
Alta Bering Management Technology Consultants Ltd. All rights reserved.