Best-in-Class organizations in strategic sourcing source 76% of their total spending through formal processes, 32% based on sustainable approaches, and identify 16% in average yearly savings. They are twice as likely to use scenario optimization and have commodity councils engaged in sourcing. To achieve Best-in-Class performance, companies must establish formal strategic sourcing with standardized processes, leverage e-sourcing to drive higher savings and automate processes, and invest in sustainability initiatives for long-term impacts on savings.
The document summarizes a presentation on using benchmarks to accelerate process improvement. The presentation discusses defining benchmarks and their benefits, providing examples of why cost and schedule data without quality metrics can be misleading. It emphasizes the need for meaningful size attributes and benchmark data to support process improvement. The presentation aims to provide insights into making measurements useful by focusing on the five C's of sizing measures.
The document discusses best practices for strategic procurement, including setting high ambitions and maturity levels. It outlines key activities for procurement transformation like spend optimization and process optimization. It also discusses category management, contract management, compliance, and success factors for transforming procurement like clear long-term plans, communication, capabilities, and celebrating wins.
Ross Aymami is a management consultant based in Chicago with experience in law, commodity trading, and consulting. He has experience leading engagements in change management, operational efficiency, strategy, and data analytics for US and international clients. Some of his recent projects include advisory work for a derivatives trader, risk management solutions for an international commodities trader, and a technology transformation for a proprietary trading startup. He also optimized business development processes for a management consulting firm.
Private Equity Due Diligence - Think OperationalRamkumar ,PMP
Operational due diligence is important for private equity firms to identify areas for improvement in target companies, such as purchasing, supply chain, and sales. This allows firms to make informed buying decisions. Key areas of focus include sales and marketing capabilities, procurement spending analysis, manufacturing and supply chain network optimization, leveraging technology in administration, and assessing service provider risks. HCL recommends a systematic approach over 6-8 weeks involving subject matter experts and industry benchmarks to comprehensively evaluate a target company's performance, value creation potential, and risks.
This document outlines an agenda for a procurement meeting that includes: conducting a practical exercise to review organizational structure, metrics, challenges, and technology; discussing the top challenges facing Chief Procurement Officers; reviewing traditional versus upgraded procurement organization models; assessing technology basics and opportunities for leveraging technology; prioritizing key performance indicators; considering partnerships with suppliers; and managing risks.
Supplier relationship management srm research 2013tdolder
Over the last twelve years that we have conducted the Supplier Relationship Management (SRM) Survey, the market for SRM has steadily grown and companies continue today to invest in these critical applications. The growth in this market is a testament to the importance of this survey.
In addition to an overview of the major players in the market, the vendor survey shares the experiences, issues and questions that we see daily as procurement professionals implementing and optimizing SRM. Within the document, our expert colleagues share their views and experiences on SRM, resulting in cutting-edge opinion that offers a unique perspective on different facets of SRM. Major themes include the Seven Strategies for Future Procurement, Procurement and Sustainability, Usability and Demand Management, Supply Chain Finance and Procurement and Innovation.
Furthermore, the reader can find vendor profiles describing the participating vendors in greater detail. The descriptions cover information related to their specialization, the total scope of their offering, their distinguishing characteristics compared to competitors, the types of solutions offered (SaaS/In-house etc.), implementations and markets targeted.
meer dan 50% van de waarde van inkoop wordt bepaald door de mens en organisatie. investeren in ontwikkelen van mensen loont en selecteer op competenties en talent
The VST methodology is a system developed by Alliance Best Practice to increase alliance sales. It stands for Vision, Skills, and Trust - the three critical components of successful alliances. Companies that use the VST model typically see alliance sales increase 250-650% within 12 months. The document outlines the VST model and components, compares it to case studies that achieved high commercial returns, and makes recommendations to adopt the VST approach more widely.
The document summarizes a presentation on using benchmarks to accelerate process improvement. The presentation discusses defining benchmarks and their benefits, providing examples of why cost and schedule data without quality metrics can be misleading. It emphasizes the need for meaningful size attributes and benchmark data to support process improvement. The presentation aims to provide insights into making measurements useful by focusing on the five C's of sizing measures.
The document discusses best practices for strategic procurement, including setting high ambitions and maturity levels. It outlines key activities for procurement transformation like spend optimization and process optimization. It also discusses category management, contract management, compliance, and success factors for transforming procurement like clear long-term plans, communication, capabilities, and celebrating wins.
Ross Aymami is a management consultant based in Chicago with experience in law, commodity trading, and consulting. He has experience leading engagements in change management, operational efficiency, strategy, and data analytics for US and international clients. Some of his recent projects include advisory work for a derivatives trader, risk management solutions for an international commodities trader, and a technology transformation for a proprietary trading startup. He also optimized business development processes for a management consulting firm.
Private Equity Due Diligence - Think OperationalRamkumar ,PMP
Operational due diligence is important for private equity firms to identify areas for improvement in target companies, such as purchasing, supply chain, and sales. This allows firms to make informed buying decisions. Key areas of focus include sales and marketing capabilities, procurement spending analysis, manufacturing and supply chain network optimization, leveraging technology in administration, and assessing service provider risks. HCL recommends a systematic approach over 6-8 weeks involving subject matter experts and industry benchmarks to comprehensively evaluate a target company's performance, value creation potential, and risks.
This document outlines an agenda for a procurement meeting that includes: conducting a practical exercise to review organizational structure, metrics, challenges, and technology; discussing the top challenges facing Chief Procurement Officers; reviewing traditional versus upgraded procurement organization models; assessing technology basics and opportunities for leveraging technology; prioritizing key performance indicators; considering partnerships with suppliers; and managing risks.
Supplier relationship management srm research 2013tdolder
Over the last twelve years that we have conducted the Supplier Relationship Management (SRM) Survey, the market for SRM has steadily grown and companies continue today to invest in these critical applications. The growth in this market is a testament to the importance of this survey.
In addition to an overview of the major players in the market, the vendor survey shares the experiences, issues and questions that we see daily as procurement professionals implementing and optimizing SRM. Within the document, our expert colleagues share their views and experiences on SRM, resulting in cutting-edge opinion that offers a unique perspective on different facets of SRM. Major themes include the Seven Strategies for Future Procurement, Procurement and Sustainability, Usability and Demand Management, Supply Chain Finance and Procurement and Innovation.
Furthermore, the reader can find vendor profiles describing the participating vendors in greater detail. The descriptions cover information related to their specialization, the total scope of their offering, their distinguishing characteristics compared to competitors, the types of solutions offered (SaaS/In-house etc.), implementations and markets targeted.
meer dan 50% van de waarde van inkoop wordt bepaald door de mens en organisatie. investeren in ontwikkelen van mensen loont en selecteer op competenties en talent
The VST methodology is a system developed by Alliance Best Practice to increase alliance sales. It stands for Vision, Skills, and Trust - the three critical components of successful alliances. Companies that use the VST model typically see alliance sales increase 250-650% within 12 months. The document outlines the VST model and components, compares it to case studies that achieved high commercial returns, and makes recommendations to adopt the VST approach more widely.
Accelerated Savings can be realized through effective category management strategies and supplier collaboration especially once the simple and low hanging sourcing categories are exhausted. Without a clear strategy on structuring an effective category management program that includes the combination of people, process and tools sustaining savings year over year becomes a daunting task. Successful sourcing programs leverage an optimal mix of Category intelligence, Strategic Sourcing technology and Supplier Collaboration strategies to execute shorter sourcing cycles, maintain bottom-line savings, and extend their sourcing efforts globally.
Attend this session to learn from leading edge companies from various industries how they measure, implement and realize accelerated savings through effective supplier collaboration, strategic sourcing and sound category management practices.
BCG has extensive experience supporting PMIs, particularly growth oriented complex technology integrations. Learn more about BCG's approach, tools, and perspective on what makes software integrations different.
Is SPIL a right choice for FOXCONN to acquire in the packaging industry?Ta-Wei (David) Huang
This is the final project when I was a junior member in BizPro. In this project I conducted strategic researches about the semi-conductor packaging industry, and then built valuation models using comparable analysis and discounted cashflow valuation.
Ceasar Trinidad has over 17 years of experience in supply chain, IT, and business process roles. He currently serves as the Director of Sourcing and Contracting at EmblemHealth, where he leads a team that reduced indirect spend by $12M in FY2016 through competitive bidding. Previously, he held director roles at AdvantageCare Physicians and New York University Hospitals Center, delivering multi-million dollar savings through strategic sourcing, contract negotiation, and process optimization. He has an MBA in Management Information Systems and is a certified PMP.
This white paper discusses the importance of data integration in mergers and acquisitions. It outlines a data excellence framework to enable smooth integration of acquired companies. The framework defines business rules, data quality dimensions, and roles to ensure critical business rules are followed and optimal data quality is achieved during integration. Following this framework is crucial to fully realize the expected benefits of an acquisition by integrating data correctly according to business needs.
Effective governance is a critically important enabler in achieving “top performer” status. “Governance” is the third topic in a supply chain learning series presented by ScottMadden and Shared Services & Outsourcing Network (SSON). In this session, we focus on the key building blocks of effective supply chain governance models including decision rights, performance metrics, service level agreements, and issue escalation/resolution. In addition, we discuss how to create alignment across an enterprise for a consistent supply chain strategy that clearly differentiates transactional efficiency from higher-value, strategic activities.
To learn more, please visit www.scottmadden.com.
The document discusses collaboration models in supply chain management. It begins by defining collaboration as companies working together toward mutual objectives through sharing information, knowledge, risks and rewards. Successful collaboration requires sharing information and benefits. Companies collaborate to access new technologies, markets, competencies or capital that would be too costly or difficult for one company alone.
It then describes different levels of collaboration on a spectrum from transactional to synchronized. Transactional involves efficient transactions while synchronized involves shared strategic visions. It advises finding the right level of collaboration for each partner.
The document concludes by providing steps for successful collaboration: master internal collaboration first, define the appropriate level for each partner, ensure all parties benefit, share information with trust, set clear expectations
Building a Business Case for Strategic Meetings Management TechnologySignUp4
This report aims to assist event professionals across the globe in building an effective business case for leveraging technology within their strategic meetings management programs.
This document provides a 3-step guide for companies to integrate the UN Sustainable Development Goals (SDGs) into their corporate reporting:
Step 1 is to define priority SDG targets by understanding how business activities impact people and the environment as related to the SDG targets, and identifying opportunities to contribute to the SDGs through products/services.
Step 2 is to measure and analyze impacts by setting objectives and indicators to track progress against priority SDG targets, collecting qualitative and quantitative data, and analyzing performance.
Step 3 is to report, integrate, and implement changes by considering stakeholders' information needs and features of good practice when reporting on progress made and using reports to continue improving sustainability performance.
Inevitably every business function and every level in traditional organizations needs an overhaul when it comes to promoting data driven decision making. This transformation often is over simplified and is limited to introducing new data scientists/ machine learning expert roles in an isolated function. However, the underlying life blood of the organization including its value proposition, people, processes, data and technology will have to be reshaped to support new insights driven business strategies in enhancing customer satisfaction, marketing effectiveness and bottom line growth. From cultivating right performance metrics to maintaining agile operations, the journey towards successful transformation is beyond simply running a business analytics function.
A framework is proposed to help executives develop effective corporate strategies for delivering outstanding value to customers despite limited resources. The framework involves mapping stakeholders' needs and available resources, developing business models, ensuring mutually beneficial exchanges, focusing on critical mass and network effects, and aligning vision with market opportunities.
The document summarizes research on using multiple criteria decision analysis (MCDA) to model the venture capital funding selection process. It describes how MCDA was used to structure criteria, rate business plans, elicit weights, and analyze the top alternatives for an actual $2.3 million venture capital fund. The results aligned with the fund manager's actual selection. Sensitivity analysis showed the top alternatives were robust. While limited, the study demonstrated how MCDA can provide a more transparent, thoughtful process for venture capital decision making.
Universität St. Gallens Framework for Corporate Data Quality Management?Torben Haagh
Data Governance, Datenkonsistenz und Datenqualität sind die Basis für ein effizientes internes & externes Meldewesen und somit für eine ertragsorientierte Gesamtbanksteuerung.Was aber sind die Rahmenbedingungen für ein erfolgreiches Datenqualitätsmanagement? Kennen Sie schon das Framework for Corporate Data Quality Management von der Universität St.Gallen? Laden Sie das kostenlose Whitepaper der Universität St. Gallen direkt hier herunter: http://bit.ly/-Whitepaper_UniversityStGallen
Materiality Tool for Impactful Business ProjectsSasin SEC
This document provides an overview of a materiality tool for impactful business projects. It discusses sustainability failure rates and why addressing materiality matters for industries and companies. Common root causes of sustainability project failures are examined, including issues with market analysis, organizational planning, leadership, and stakeholder engagement. Mitigation strategies are proposed, such as understanding the type of company, mapping stakeholders, and developing impactful sustainability work. The 6 capitals model is introduced as a tool to evaluate projects across financial, manufactured, intellectual, human, social, and natural capital impacts. A case study of H&M's Conscious Collection initiative applies the 6 capitals framework to assess the program's materiality.
This document discusses how to design an effective demand organization. It defines a demand organization as an intermediary between core business processes and supporting processes. When outsourcing is involved, the demand organization manages the relationship between the business and external suppliers. The document outlines trends in outsourcing, issues companies face, and seven key building blocks for a sustainable demand organization: organization and governance, performance management, processes and roles, demand management, supply management, human resource management, and technology/IT.
This document discusses organizational accelerated development through activity-based management improvement. It begins by reviewing key concepts like the growth of the service sector globally and the importance of activity-based management improvement systems in organizational performance. It then discusses how organizations can adopt various activity-based management improvement practices like training to enhance organizational accelerated development. The end discusses how activity-based management and productivity are important in the service sector and how activity-based management improvement techniques can be used to improve service activities.
1. The document proposes amalgamating Business Process Reengineering (BPR) and Customer Relationship Management (CRM) to reengineer business-customer processes.
2. It discusses the methodologies of BPR and CRM, defining key aspects like identifying processes, activities, and objects. CRM focuses on customer satisfaction, loyalty programs, and relationship building.
3. The paper recommends strategies like reorganizing around customers, implementing relationship marketing and CRM, developing rewards programs, and forming strategic alliances to synergize BPR and CRM. This would help revitalize processes and integrate with stakeholders.
ERP In Manufacturing 2012 - A Study done by Aberdeenakanaran
This document discusses manufacturers' evolving ERP strategies based on a survey of 173 manufacturing organizations. It finds that 92% have implemented ERP to address pressures like reducing costs, managing growth, and improving customer response times. The Best-in-Class outperform peers on key metrics like inventory reduction and on-time delivery. They employ strategies like streamlining processes and linking global operations. Successful ERP implementations require standardizing processes, integrating modules, and providing real-time data and alerts to drive decisions.
Best practices in spending analysis - cure for a corporate epidemicNaman Verma
Best practices in spending analysis - cure for a corporate epidemic, this will help users on the learning of Spend Analysis and key factors affecting spend of any organization
1. The document discusses strategic sourcing as an important part of supply chain management that allows companies to achieve cost savings and competitive advantages. It outlines Synergetics' five-step methodology for strategic sourcing projects.
2. Key aspects of strategic sourcing include taking a total cost approach, full value procurement, and transforming procurement practices from traditional to more collaborative approaches. This can yield ongoing cost improvements beyond just purchase price.
3. Case studies and data show that companies with strong strategic sourcing programs manage a larger percentage of spend strategically, complete more cost-saving projects each year, and achieve greater price reductions compared to average performing companies.
The document discusses benchmarking, which is defined as a process for identifying best practices from high-performing organizations to improve one's own performance. It outlines benchmarking methodologies, types of benchmarking including competitive, functional, internal, and strategic benchmarking. It discusses benchmarking compliance, legal and ethical guidelines, and a benchmarking code of conduct focused on legality, exchange, confidentiality, use of information, and preparation.
Accelerated Savings can be realized through effective category management strategies and supplier collaboration especially once the simple and low hanging sourcing categories are exhausted. Without a clear strategy on structuring an effective category management program that includes the combination of people, process and tools sustaining savings year over year becomes a daunting task. Successful sourcing programs leverage an optimal mix of Category intelligence, Strategic Sourcing technology and Supplier Collaboration strategies to execute shorter sourcing cycles, maintain bottom-line savings, and extend their sourcing efforts globally.
Attend this session to learn from leading edge companies from various industries how they measure, implement and realize accelerated savings through effective supplier collaboration, strategic sourcing and sound category management practices.
BCG has extensive experience supporting PMIs, particularly growth oriented complex technology integrations. Learn more about BCG's approach, tools, and perspective on what makes software integrations different.
Is SPIL a right choice for FOXCONN to acquire in the packaging industry?Ta-Wei (David) Huang
This is the final project when I was a junior member in BizPro. In this project I conducted strategic researches about the semi-conductor packaging industry, and then built valuation models using comparable analysis and discounted cashflow valuation.
Ceasar Trinidad has over 17 years of experience in supply chain, IT, and business process roles. He currently serves as the Director of Sourcing and Contracting at EmblemHealth, where he leads a team that reduced indirect spend by $12M in FY2016 through competitive bidding. Previously, he held director roles at AdvantageCare Physicians and New York University Hospitals Center, delivering multi-million dollar savings through strategic sourcing, contract negotiation, and process optimization. He has an MBA in Management Information Systems and is a certified PMP.
This white paper discusses the importance of data integration in mergers and acquisitions. It outlines a data excellence framework to enable smooth integration of acquired companies. The framework defines business rules, data quality dimensions, and roles to ensure critical business rules are followed and optimal data quality is achieved during integration. Following this framework is crucial to fully realize the expected benefits of an acquisition by integrating data correctly according to business needs.
Effective governance is a critically important enabler in achieving “top performer” status. “Governance” is the third topic in a supply chain learning series presented by ScottMadden and Shared Services & Outsourcing Network (SSON). In this session, we focus on the key building blocks of effective supply chain governance models including decision rights, performance metrics, service level agreements, and issue escalation/resolution. In addition, we discuss how to create alignment across an enterprise for a consistent supply chain strategy that clearly differentiates transactional efficiency from higher-value, strategic activities.
To learn more, please visit www.scottmadden.com.
The document discusses collaboration models in supply chain management. It begins by defining collaboration as companies working together toward mutual objectives through sharing information, knowledge, risks and rewards. Successful collaboration requires sharing information and benefits. Companies collaborate to access new technologies, markets, competencies or capital that would be too costly or difficult for one company alone.
It then describes different levels of collaboration on a spectrum from transactional to synchronized. Transactional involves efficient transactions while synchronized involves shared strategic visions. It advises finding the right level of collaboration for each partner.
The document concludes by providing steps for successful collaboration: master internal collaboration first, define the appropriate level for each partner, ensure all parties benefit, share information with trust, set clear expectations
Building a Business Case for Strategic Meetings Management TechnologySignUp4
This report aims to assist event professionals across the globe in building an effective business case for leveraging technology within their strategic meetings management programs.
This document provides a 3-step guide for companies to integrate the UN Sustainable Development Goals (SDGs) into their corporate reporting:
Step 1 is to define priority SDG targets by understanding how business activities impact people and the environment as related to the SDG targets, and identifying opportunities to contribute to the SDGs through products/services.
Step 2 is to measure and analyze impacts by setting objectives and indicators to track progress against priority SDG targets, collecting qualitative and quantitative data, and analyzing performance.
Step 3 is to report, integrate, and implement changes by considering stakeholders' information needs and features of good practice when reporting on progress made and using reports to continue improving sustainability performance.
Inevitably every business function and every level in traditional organizations needs an overhaul when it comes to promoting data driven decision making. This transformation often is over simplified and is limited to introducing new data scientists/ machine learning expert roles in an isolated function. However, the underlying life blood of the organization including its value proposition, people, processes, data and technology will have to be reshaped to support new insights driven business strategies in enhancing customer satisfaction, marketing effectiveness and bottom line growth. From cultivating right performance metrics to maintaining agile operations, the journey towards successful transformation is beyond simply running a business analytics function.
A framework is proposed to help executives develop effective corporate strategies for delivering outstanding value to customers despite limited resources. The framework involves mapping stakeholders' needs and available resources, developing business models, ensuring mutually beneficial exchanges, focusing on critical mass and network effects, and aligning vision with market opportunities.
The document summarizes research on using multiple criteria decision analysis (MCDA) to model the venture capital funding selection process. It describes how MCDA was used to structure criteria, rate business plans, elicit weights, and analyze the top alternatives for an actual $2.3 million venture capital fund. The results aligned with the fund manager's actual selection. Sensitivity analysis showed the top alternatives were robust. While limited, the study demonstrated how MCDA can provide a more transparent, thoughtful process for venture capital decision making.
Universität St. Gallens Framework for Corporate Data Quality Management?Torben Haagh
Data Governance, Datenkonsistenz und Datenqualität sind die Basis für ein effizientes internes & externes Meldewesen und somit für eine ertragsorientierte Gesamtbanksteuerung.Was aber sind die Rahmenbedingungen für ein erfolgreiches Datenqualitätsmanagement? Kennen Sie schon das Framework for Corporate Data Quality Management von der Universität St.Gallen? Laden Sie das kostenlose Whitepaper der Universität St. Gallen direkt hier herunter: http://bit.ly/-Whitepaper_UniversityStGallen
Materiality Tool for Impactful Business ProjectsSasin SEC
This document provides an overview of a materiality tool for impactful business projects. It discusses sustainability failure rates and why addressing materiality matters for industries and companies. Common root causes of sustainability project failures are examined, including issues with market analysis, organizational planning, leadership, and stakeholder engagement. Mitigation strategies are proposed, such as understanding the type of company, mapping stakeholders, and developing impactful sustainability work. The 6 capitals model is introduced as a tool to evaluate projects across financial, manufactured, intellectual, human, social, and natural capital impacts. A case study of H&M's Conscious Collection initiative applies the 6 capitals framework to assess the program's materiality.
This document discusses how to design an effective demand organization. It defines a demand organization as an intermediary between core business processes and supporting processes. When outsourcing is involved, the demand organization manages the relationship between the business and external suppliers. The document outlines trends in outsourcing, issues companies face, and seven key building blocks for a sustainable demand organization: organization and governance, performance management, processes and roles, demand management, supply management, human resource management, and technology/IT.
This document discusses organizational accelerated development through activity-based management improvement. It begins by reviewing key concepts like the growth of the service sector globally and the importance of activity-based management improvement systems in organizational performance. It then discusses how organizations can adopt various activity-based management improvement practices like training to enhance organizational accelerated development. The end discusses how activity-based management and productivity are important in the service sector and how activity-based management improvement techniques can be used to improve service activities.
1. The document proposes amalgamating Business Process Reengineering (BPR) and Customer Relationship Management (CRM) to reengineer business-customer processes.
2. It discusses the methodologies of BPR and CRM, defining key aspects like identifying processes, activities, and objects. CRM focuses on customer satisfaction, loyalty programs, and relationship building.
3. The paper recommends strategies like reorganizing around customers, implementing relationship marketing and CRM, developing rewards programs, and forming strategic alliances to synergize BPR and CRM. This would help revitalize processes and integrate with stakeholders.
ERP In Manufacturing 2012 - A Study done by Aberdeenakanaran
This document discusses manufacturers' evolving ERP strategies based on a survey of 173 manufacturing organizations. It finds that 92% have implemented ERP to address pressures like reducing costs, managing growth, and improving customer response times. The Best-in-Class outperform peers on key metrics like inventory reduction and on-time delivery. They employ strategies like streamlining processes and linking global operations. Successful ERP implementations require standardizing processes, integrating modules, and providing real-time data and alerts to drive decisions.
Best practices in spending analysis - cure for a corporate epidemicNaman Verma
Best practices in spending analysis - cure for a corporate epidemic, this will help users on the learning of Spend Analysis and key factors affecting spend of any organization
1. The document discusses strategic sourcing as an important part of supply chain management that allows companies to achieve cost savings and competitive advantages. It outlines Synergetics' five-step methodology for strategic sourcing projects.
2. Key aspects of strategic sourcing include taking a total cost approach, full value procurement, and transforming procurement practices from traditional to more collaborative approaches. This can yield ongoing cost improvements beyond just purchase price.
3. Case studies and data show that companies with strong strategic sourcing programs manage a larger percentage of spend strategically, complete more cost-saving projects each year, and achieve greater price reductions compared to average performing companies.
The document discusses benchmarking, which is defined as a process for identifying best practices from high-performing organizations to improve one's own performance. It outlines benchmarking methodologies, types of benchmarking including competitive, functional, internal, and strategic benchmarking. It discusses benchmarking compliance, legal and ethical guidelines, and a benchmarking code of conduct focused on legality, exchange, confidentiality, use of information, and preparation.
1. Strategic sourcing is a continuous process that involves discovering, prioritizing, improving, and re-evaluating sourcing activities to achieve cost savings and meet business needs.
2. The document outlines a 9-step process for strategic sourcing, beginning with internal research to analyze company spend data, categorize spending, evaluate risks, select project scope, and conduct spend, cost structure, and total cost of ownership analyses.
3. The first step of internal research lays the groundwork for subsequent steps by gathering and analyzing internal company data to understand spending patterns and costs. This information is then used to inform strategic sourcing decisions.
Benchmarking is the process of measuring products, services, and processes against those of organizations known to be leaders in one or more aspects of their operations.
It is a way of discovering what is the best performance being achieved – whether in a particular company, by a competitor or by an entirely different industry. This information can then be used to identify gaps in an organization’s processes in order to achieve a competitive advantage.
Benchmarking can help you identify areas, systems, or processes for improvements—either incremental improvements or dramatic improvements.
The Competitive Intelligence Continuum - Taking Wisconsin to the WorldArik Johnson
The document discusses competitive intelligence and provides an overview of key concepts and processes. It defines competitive intelligence as a disciplined process of information collection and analysis to support better decision-making. It discusses trends like organizational acculturation and disruptive innovation. The document also outlines traditional competitive intelligence processes like identifying key intelligence topics, primary and secondary research, analysis techniques like SWOT and benchmarking, and how competitive intelligence supports strategic planning.
CHAPTER 1 introd to strategic procurement.pptxruthnyiramahoro
The document discusses strategic procurement and sourcing. It defines strategic procurement as an organization-wide process that ensures timely supply of goods and services in line with business goals while reducing supply chain risk. Strategic sourcing aims to build long-term supplier relationships that offer quality, value, collaboration and flexibility. The document outlines the key components of a strategic procurement strategy, including a mission and vision statement, desired results, timeframe, tactical plan, and key performance indicators. It also discusses different types of procurement strategies and categories of sourcing.
Sanjiv Bhatia “Critical Mass Makes Magic Happen”Elemica
Critical Mass Makes Magic Happen discusses how focusing resources on high-value initiatives through a value creation framework can provide benefits. The framework involves 4 steps: 1) identifying value through supply chain analysis, 2) prioritizing partners based on business value and technical complexity, 3) developing an onboarding roadmap, and 4) implementing projects. When applied to a company, the framework could generate $65 million in annual benefits and $43 million in one-time benefits through strategies like improved procurement and inventory management.
How to Improve Time to Market w Existing ResourcesLiberteks
This document summarizes the findings of a research report on improving time to market with existing resources in product development organizations. It finds that while most organizations recognize the need to improve resource management and capacity planning processes, only a third have achieved higher maturity levels. Key opportunities include improving visibility into demand and capacity, optimizing resource usage, and reducing risks like missed market windows. The report provides recommendations for organizations to prioritize process improvements, leverage historical data, and invest in enterprise software to help optimize resources and better manage capacity.
The document discusses how high-performing sourcing and procurement teams drive value for enterprises through collaboration. They leverage strategic sourcing processes and technologies to generate cost savings, solve business problems faster, and manage supplier-related risks. By taking an enterprise-wide view and fostering competition among suppliers, sourcing teams help businesses maximize opportunities from their supplier relationships.
Benchmarking : An essential Quality toolShubham Singh
The document describes a case study on benchmarking the manufacturing processes of garment manufacturing companies in Sri Lanka. Key steps included identifying relevant key performance indicators (KPIs) through industry visits, collecting data via questionnaires from 27 factories, developing conceptual performance measurement models, and calculating performance rankings across factories using multi-criteria decision making techniques like TOPSIS and AHP. The final performance rankings identified gaps and weakest areas to target for improvement through action plans. Benchmarking is presented as an essential quality tool for companies to assess performance against competitors and drive continuous improvement.
World Leader in Performance Excellence
BMGI’s Business Excellence Roadmap provides a recommended engagement roadmap for organizations seeking to implement a business excellence program. It discusses business excellence and its benefits, including improved business performance, profitability, and competitive advantage. The roadmap includes assessments, quick win actions, an implementation plan, and establishing governance structures to ensure successful transformation.
This document provides definitions and explanations of key terms related to benchmarking including best practices, competitive analysis, core competencies, and types of benchmarking. It defines benchmarking as the process of continuously comparing business practices and performance metrics to other top performing companies worldwide in order to identify areas for improvement. Benchmarking is distinguished from competitive analysis in that it focuses on understanding the processes that lead to superior performance rather than just comparing metrics. The document also discusses how effective maintenance management can positively impact key performance indicators like return on fixed assets and discusses the benefits of different types of benchmarking such as internal, similar industry, and best practices benchmarking.
Benchmarking is the process of comparing business processes and performance metrics to best practices from other industries. The key dimensions typically measured are quality, time and cost. Management identifies high performing companies in the target industry or other industries with similar processes. They study the targets' processes and results to learn why those companies are successful and how their own processes and performance can be improved. There are various types of benchmarking including process, performance, strategic, internal and external benchmarking. The overall goal is to continuously improve practices and increase performance.
Strategic sourcing involves continuously evaluating a company's purchasing activities to reduce costs. It aims to identify cost reductions, automate sourcing processes, centralize processes, and improve supplier management. Top challenges include lack of spend data visibility, limited resources, and reluctance to adopt standardized processes. Standardization of processes and use of technology like e-sourcing, spend analysis, and contract management tools can help drive savings and spend visibility. The modern strategic sourcing program requires linking sub-processes like these to realize identified savings opportunities.
This document outlines Pakistan's commitment to creating a quality environment. It discusses establishing a National Quality Council to develop quality strategies and programs. It also discusses the government promoting the purchase of goods and services that meet quality standards from public sector organizations. Additionally, it proposes organizing an annual National Quality Award scheme in various categories to recognize producers and service providers for quality efforts. A similar award scheme for education is also proposed to recognize outstanding students and teachers. The document emphasizes promoting best management practices to improve quality.
This document provides a guide for federal agency managers on competitive sourcing. It highlights best practices agencies have developed in setting up competitive sourcing infrastructures and achieving success. The guide emphasizes an overall philosophy of creativity, innovation, and a long-term outlook. It also provides a primer on the competitive sourcing process and references additional resources and guidance for agencies.
This document outlines a chapter on demand planning, forecasting, and demand management. It discusses basics like moving averages, exponential smoothing, and regressive analysis as forecasting techniques. It also covers factors that affect forecast accuracy and discusses approaches like postponable products and collaborative planning that can influence demand. The document then evaluates GE's organizational culture, describing it as high in ethics. It analyzes six variables evident in customer-responsive cultures, noting how GE meets each one.
Etude PwC sur l'efficacité de la fonction finance en entreprise (2013)PwC France
http://pwc.to/1b8DlaR
Sont abordés dans cette étude le coût de la fonction finance, sa performance, l'évolution de ses missions, celle de ses équipes, son utilisation des nouvelles technologies, ainsi que les différences existant au sein de cette fonction entre des secteurs d'activité aussi différents que ceux des technologies ou des services financiers.
Similar to Advanced Sourcing Maximizing Savings Identification (20)