The document discusses how procurement professionals can better engage internal stakeholders across the business by listening to understand their goals, communicating what procurement does using plain language, consulting with other departments on supplier relationships, and getting feedback to improve. It also provides brief overviews of topics like the top supply chain disruptions of 2014, new EU public sector procurement regulations, and chief procurement officer priorities for 2015.
The document provides recommendations for turning around struggling manufacturing companies. It suggests developing a quick, executable turnaround plan focusing on cash flow by cutting costs, improving processes, and pursuing operational efficiencies. Companies should also improve customer experience, implement regular reporting, recognize employee contributions, and sustain focus on the turnaround goals.
1) The document provides strategies for companies to adopt to cope with lean times, including consolidating business units, rebuilding offerings, discovering outsourcing benefits, investing in customer experience, reorganizing sales and support functions, focusing teams, and partnering.
2) It recommends evaluating each business unit for its contributions and consolidating underperforming areas. Companies should also rebuild offerings to capitalize on existing customer needs through new products or services.
3) Outsourcing non-core functions can provide significant savings through reduced costs and improved services.
The Competitiveness Of Hong Kong And Asian Accounting Firms Rev May 2012Robert_Sawhney
This document provides an overview of strategic management concepts for accounting firms. It discusses that marketing is about client value rather than promotion. High performing professional service firms are client focused, innovative, understand client industries, systematically collect market information, demand information sharing, communicate clear values, are aware of competitors, and think long term. Strategy involves choosing markets and services to deliver unique value. Implementation is challenging and requires changing mindsets to view marketing as strategic. The document also discusses globalization, strategic alliances, mergers, and alternatives to billable hours for pricing services.
1) The document discusses alignment gaps between firm-wide leader expectations and marketing/business development capabilities during the pandemic, based on a survey.
2) The survey found that while traditional marketing/BD services require minor enhancements, larger gaps exist for commercial advisory skills like developing new services and pricing strategies.
3) The largest gaps were for sourcing new client opportunities and direct client approaches, indicating a need for recruiting specialists or consultants in sales and business development.
4) The Managing Partners' Forum chair recommends more frequent communication between marketing/BD directors and firm-wide leaders to ensure resources are aligned with shifting needs in the volatile market.
Trading companies add value by bringing suppliers and buyers together. To build a successful and growing trading company, there is much to be learnt by bench marking with successful ones, and working on some drivers that will enable the company to unleash growth. This paper discusses some of the drivers for improvement.
Benjamin Gordon, Managing Director of BG Strategic Advisors (BGSA) and Cambridge Capital, provides expert advice on how logistics and supply chain companies must evolve to address the challenges of new technology, convergence of services, and consolidation.
Family businesses account for significant part of the UAE economy. Family businesses dominate automotive, retail, fashion, real estate and manufacturing sectors. Family owned enterprises represent 90% of the businesses community in UAE and they contribute about 75-90% of the $500 billion plus trading activity. However, they face challenges on business continuity, succession, diversification, and professionalization front. In this paper, Browne & Mohan consultants present the approach to transforming UAE family businesses.
Setting up and managing professional services 6 2017Arpin Consulting
This document provides an overview of setting up and managing a technical professional services organization. It discusses leadership, staffing, recruiting, onboarding, retention, operations including processes and methodologies, sales, proposals, project management, metrics, costing and pricing, and business development. The goal is to help new professional services organizations or heads of professional services to structure and improve their group.
The document provides recommendations for turning around struggling manufacturing companies. It suggests developing a quick, executable turnaround plan focusing on cash flow by cutting costs, improving processes, and pursuing operational efficiencies. Companies should also improve customer experience, implement regular reporting, recognize employee contributions, and sustain focus on the turnaround goals.
1) The document provides strategies for companies to adopt to cope with lean times, including consolidating business units, rebuilding offerings, discovering outsourcing benefits, investing in customer experience, reorganizing sales and support functions, focusing teams, and partnering.
2) It recommends evaluating each business unit for its contributions and consolidating underperforming areas. Companies should also rebuild offerings to capitalize on existing customer needs through new products or services.
3) Outsourcing non-core functions can provide significant savings through reduced costs and improved services.
The Competitiveness Of Hong Kong And Asian Accounting Firms Rev May 2012Robert_Sawhney
This document provides an overview of strategic management concepts for accounting firms. It discusses that marketing is about client value rather than promotion. High performing professional service firms are client focused, innovative, understand client industries, systematically collect market information, demand information sharing, communicate clear values, are aware of competitors, and think long term. Strategy involves choosing markets and services to deliver unique value. Implementation is challenging and requires changing mindsets to view marketing as strategic. The document also discusses globalization, strategic alliances, mergers, and alternatives to billable hours for pricing services.
1) The document discusses alignment gaps between firm-wide leader expectations and marketing/business development capabilities during the pandemic, based on a survey.
2) The survey found that while traditional marketing/BD services require minor enhancements, larger gaps exist for commercial advisory skills like developing new services and pricing strategies.
3) The largest gaps were for sourcing new client opportunities and direct client approaches, indicating a need for recruiting specialists or consultants in sales and business development.
4) The Managing Partners' Forum chair recommends more frequent communication between marketing/BD directors and firm-wide leaders to ensure resources are aligned with shifting needs in the volatile market.
Trading companies add value by bringing suppliers and buyers together. To build a successful and growing trading company, there is much to be learnt by bench marking with successful ones, and working on some drivers that will enable the company to unleash growth. This paper discusses some of the drivers for improvement.
Benjamin Gordon, Managing Director of BG Strategic Advisors (BGSA) and Cambridge Capital, provides expert advice on how logistics and supply chain companies must evolve to address the challenges of new technology, convergence of services, and consolidation.
Family businesses account for significant part of the UAE economy. Family businesses dominate automotive, retail, fashion, real estate and manufacturing sectors. Family owned enterprises represent 90% of the businesses community in UAE and they contribute about 75-90% of the $500 billion plus trading activity. However, they face challenges on business continuity, succession, diversification, and professionalization front. In this paper, Browne & Mohan consultants present the approach to transforming UAE family businesses.
Setting up and managing professional services 6 2017Arpin Consulting
This document provides an overview of setting up and managing a technical professional services organization. It discusses leadership, staffing, recruiting, onboarding, retention, operations including processes and methodologies, sales, proposals, project management, metrics, costing and pricing, and business development. The goal is to help new professional services organizations or heads of professional services to structure and improve their group.
1) The document discusses a sales transformation framework that addresses structural alignment, adherence to sales processes, and incentive systems.
2) It presents a 4-stage process for sales transformation: data collection, solution configuration, briefing stakeholders on changes, and measuring outcomes.
3) The goal of sales transformation is to increase profitability and predictability while optimizing costs through structural and process changes.
Blue Ridge Partners is a management consulting firm that specializes in helping private equity portfolio companies accelerate revenue growth. They focus on revenue growth because it is the largest driver of value creation.
Blue Ridge has developed non-invasive assessment tools to help private equity firms and portfolio company management identify revenue growth opportunities early in the investment process. Their self-assessment tool involves the CEO and management team reflecting on growth-related questions without intensive data requests or interviews. This helps engage CEOs who often view revenue growth as their responsibility.
Blue Ridge also developed an assessment tool called "Indicators of Opportunity" that examines growth opportunities and implementation levers across nine areas. They help companies focus on high-impact, easy to implement changes to
Developing a bid writing process for professional servicesDeborah Harris
The document discusses best practices for aligning a company's bid process with its overall business strategy. It recommends that companies:
1) Ensure all team members understand how success is defined and make sure metrics are aligned with strategy.
2) Review current processes to determine if the bid process is effectively targeting key sectors and clients.
3) Manage resources carefully when multiple bids have the same deadline and prioritize according to business importance.
4) Track time spent on bids to demonstrate return on investment and help resolve conflicting priorities.
The document discusses the challenges facing advertising agencies from changes in the industry and recommends strategic alliances as a solution. Specifically, it notes that (1) clients' needs are increasingly diverse but economies of scale are difficult, (2) ways to reach consumers are growing exponentially, and (3) no agency can be an expert in every tool, while (4) clients are moving to project engagements. This challenges the traditional full-time staffing model. However, a large pool of contingent talent now exists and strategic alliances can leverage this talent on an as-needed basis to provide comprehensive solutions while reducing costs. The document recommends a three-tier staffing structure and ongoing efforts to develop strategic talent alliances through a Chief
Reasons to Benchmark in Total Quality ManagementDr.Raja R
This document discusses the key reasons why businesses should engage in benchmarking. It outlines 7 main reasons:
1. Benchmarking allows businesses to evaluate their efficiency and effectiveness compared to competitors and identify areas for improvement.
2. It can help improve performance by providing insights into how leading companies achieve their results and what steps can be taken to match or exceed their performance.
3. Benchmarking expands a business's horizons by revealing untapped potential and opportunities to generate additional revenue streams.
4. Comparing performance to competitors can motivate staff to achieve benchmarked goals.
5. It can inspire innovation by providing examples of what competitors are doing that could be adapted or expanded upon.
6.
APSMA Thought Leadership - Client centricity: How to Execute and Measure ROIICON
Paul Hugh-Jones (Partner, beaton) and George Beaton (Executive Chairman, beaton) discuss trends in client buying behaviour, best practice in client centricity and why becoming more client centric will improve your firm’s financial performance.
5 transformative strategies to unlock more-procurement_value_ardent partnersBravoSolution
The current generation of procurement professionals has witnessed first-hand a period of unrivaled advances for their profession as market forces and new technologies combined to pull procurement to the center of business operations and business results. While the foundation of procurement's future will be built upon the past, the strategies and approaches that drive new successes will be markedly different. This report looks at the transformative strategies that will unlock procurement's next wave of value.
John Ayad has over 25 years of experience in ICT sales and consulting. He has a proven track record of developing long-term, profitable relationships with enterprise customers and identifying their needs to provide strategic solutions. Throughout his career, Ayad has focused on putting customers first and exceeding their expectations through his sales skills, product knowledge, and vision for how technology can help businesses achieve their goals. He is seeking a new opportunity to leverage his experience helping organizations strategically cement customer relationships.
Tim Williams on how North American agencies are transforming their approach t...The_IPA
Ignition Consulting Group Founder Tim Williams reveals how some North American agencies are transforming their approach to compensation using fixed, variable and dynamic price models. This presentation was shown at the IPA's Performance Adaptathon in London on 8th July 2014. Find out more at www.ipa.co.uk/adapt/performance and get involved in the conversation on Twitter #ipadapt.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Management consultants help businesses solve problems by diagnosing issues, recommending solutions, and helping with implementation. Alexander Bain focuses on strategic consulting for small and medium enterprises. They provide advice in areas like organizational strategy, functional strategy, and help clients address challenges like outdated business practices limiting growth. Case studies show how they conduct business reviews, identify customer needs, and recommend testing ideas through minimum viable products before large investments. Their goal is helping businesses achieve exponential growth through transformational changes to operations.
Procurement Leaders Magazine_Procurement Outsourcing - A Field GuideKemper
The document discusses procurement outsourcing and some of the challenges organizations face when outsourcing procurement functions. It notes that while procurement outsourcing is a growing market, it still only accounts for a small portion of overall global spend. Some common issues with procurement outsourcing include organizations having unrealistic expectations about what outsourcing will deliver in practice. There can also be differences in how the client organization and outsourcing provider perceive the value being delivered. Establishing clear metrics and baselines is important for accurately measuring the impact of outsourcing. A lack of fit between the client and provider in terms of culture, expertise or geographic scope can also undermine outsourcing relationships. For outsourcing to be successful, organizations need
1. The document discusses strategies that high-growth insurance agencies use to build a successful sales culture and high-performance sales engine, including producer recruiting, sophisticated service staff, defined agency value propositions, and clearly communicated producer expectations.
2. It recommends agencies focus on recruiting proven sales professionals from other industries, use personality testing and accountability tracking to identify the best candidates. Having a sophisticated service staff allows producers to focus on new sales.
3. Defining the agency's value proposition and communicating producer expectations are also discussed as important elements of success. The overall message is that agencies need to take control of growth rather than being passive in today's challenging economic environment.
How to deconstruct your agency's business model to better understand the value you deliver to clients and better position for firm to work for the types of clients you really want.
To manage productivity and contain costs, companies should focus on labour and space by cross-training employees rather than downsizing, and subletting excess space.
Establishing strong supplier partnerships, reviewing storage methods, and outsourcing non-core functions can maximize supply chain efficiencies. Regular cycle counts using mobile technologies can also improve accuracy and visibility.
As the economy grows, supply chain managers must ensure they have the right staffing to handle current and future operations, especially replacing soon-to-retire senior executives, in order to build bench strength and carry institutional knowledge forward. A cost analysis can also help optimize margins by identifying unprofitable clients.
The document provides tips from various supply chain professionals on achieving supply chain success.
Key tips include establishing strong supplier partnerships, committing to cycle counts and using mobile technology for real-time data, ensuring the right staff is in place to handle future growth, modernizing processes for e-commerce, effectively managing suppliers through communication and metrics, using automation and software to drive efficiency, and taking an integrated approach to sales and operations planning to control costs.
The most crucial tip is to ensure having the right staff with the needed skills to handle current and future operations, as many companies will face a significant skills gap as large numbers of senior executives near retirement.
M. Neha is a human resource professional with over 4 years of experience in recruitment and employee relations. She has worked at Orient Hardware & Tools Corporation as an HR executive and at Cegonsoft Pvt Ltd and Integra Global Solution as an HR associate and executive. She has experience in recruitment, employee onboarding, maintaining HR policies and procedures, handling employee attendance and leaves, performance management, and exit formalities. She is seeking new opportunities in human resources where she can utilize her skills in people management and motivating employees.
The document contains examples of adjective pairs formed from verbs using -ing and -ed endings to describe states and characteristics/actions. It provides examples like "frightening" to describe characteristics and "frightened" to describe a state. It then has the reader practice forming sentences using adjective pairs with different verbs and pictured subjects.
This document provides information about Swapnroop Drugs and Pharmaceuticals, an ISO 9001:2008 certified company based in India that specializes in sales and marketing of pharmaceutical products. It lists their vision as providing affordable, high quality pharmaceutical products to benefit customers. Their mission is to increase their product portfolio and deliver more products to customers under one roof to increase company revenue. It notes they provide a variety of pharmaceutical products supported by regulatory documents and can deliver worldwide via courier services within 4-5 days. The document concludes by listing over 200 active pharmaceutical ingredients (APIs) in their product catalog.
The Buriganga River in Bangladesh has become heavily polluted over the past few decades. Once a source of drinking water and important for trade, the river is now close to biological death due to pollution from Dhaka's growing population. Sewage, waste from factories and tanneries, and oil spills have turned the river black and killed all fish. Solutions are needed such as wastewater treatment plants, dredging the riverbed, and controlling pollution from industries. With concerted efforts, it may be possible to restore the river as was done with London's Thames River.
Food adulteration in Bangladesh is a serious crime punishable by law. Consumption of adulterated food can cause serious health issues like diarrhea, asthma, ulcers, food poisoning, and even cancer, and in some cases lead to death. In particular, salt adulterated with lead chromate can cause serious mental disorders in children as well as anemia and paralysis.
1) The document discusses a sales transformation framework that addresses structural alignment, adherence to sales processes, and incentive systems.
2) It presents a 4-stage process for sales transformation: data collection, solution configuration, briefing stakeholders on changes, and measuring outcomes.
3) The goal of sales transformation is to increase profitability and predictability while optimizing costs through structural and process changes.
Blue Ridge Partners is a management consulting firm that specializes in helping private equity portfolio companies accelerate revenue growth. They focus on revenue growth because it is the largest driver of value creation.
Blue Ridge has developed non-invasive assessment tools to help private equity firms and portfolio company management identify revenue growth opportunities early in the investment process. Their self-assessment tool involves the CEO and management team reflecting on growth-related questions without intensive data requests or interviews. This helps engage CEOs who often view revenue growth as their responsibility.
Blue Ridge also developed an assessment tool called "Indicators of Opportunity" that examines growth opportunities and implementation levers across nine areas. They help companies focus on high-impact, easy to implement changes to
Developing a bid writing process for professional servicesDeborah Harris
The document discusses best practices for aligning a company's bid process with its overall business strategy. It recommends that companies:
1) Ensure all team members understand how success is defined and make sure metrics are aligned with strategy.
2) Review current processes to determine if the bid process is effectively targeting key sectors and clients.
3) Manage resources carefully when multiple bids have the same deadline and prioritize according to business importance.
4) Track time spent on bids to demonstrate return on investment and help resolve conflicting priorities.
The document discusses the challenges facing advertising agencies from changes in the industry and recommends strategic alliances as a solution. Specifically, it notes that (1) clients' needs are increasingly diverse but economies of scale are difficult, (2) ways to reach consumers are growing exponentially, and (3) no agency can be an expert in every tool, while (4) clients are moving to project engagements. This challenges the traditional full-time staffing model. However, a large pool of contingent talent now exists and strategic alliances can leverage this talent on an as-needed basis to provide comprehensive solutions while reducing costs. The document recommends a three-tier staffing structure and ongoing efforts to develop strategic talent alliances through a Chief
Reasons to Benchmark in Total Quality ManagementDr.Raja R
This document discusses the key reasons why businesses should engage in benchmarking. It outlines 7 main reasons:
1. Benchmarking allows businesses to evaluate their efficiency and effectiveness compared to competitors and identify areas for improvement.
2. It can help improve performance by providing insights into how leading companies achieve their results and what steps can be taken to match or exceed their performance.
3. Benchmarking expands a business's horizons by revealing untapped potential and opportunities to generate additional revenue streams.
4. Comparing performance to competitors can motivate staff to achieve benchmarked goals.
5. It can inspire innovation by providing examples of what competitors are doing that could be adapted or expanded upon.
6.
APSMA Thought Leadership - Client centricity: How to Execute and Measure ROIICON
Paul Hugh-Jones (Partner, beaton) and George Beaton (Executive Chairman, beaton) discuss trends in client buying behaviour, best practice in client centricity and why becoming more client centric will improve your firm’s financial performance.
5 transformative strategies to unlock more-procurement_value_ardent partnersBravoSolution
The current generation of procurement professionals has witnessed first-hand a period of unrivaled advances for their profession as market forces and new technologies combined to pull procurement to the center of business operations and business results. While the foundation of procurement's future will be built upon the past, the strategies and approaches that drive new successes will be markedly different. This report looks at the transformative strategies that will unlock procurement's next wave of value.
John Ayad has over 25 years of experience in ICT sales and consulting. He has a proven track record of developing long-term, profitable relationships with enterprise customers and identifying their needs to provide strategic solutions. Throughout his career, Ayad has focused on putting customers first and exceeding their expectations through his sales skills, product knowledge, and vision for how technology can help businesses achieve their goals. He is seeking a new opportunity to leverage his experience helping organizations strategically cement customer relationships.
Tim Williams on how North American agencies are transforming their approach t...The_IPA
Ignition Consulting Group Founder Tim Williams reveals how some North American agencies are transforming their approach to compensation using fixed, variable and dynamic price models. This presentation was shown at the IPA's Performance Adaptathon in London on 8th July 2014. Find out more at www.ipa.co.uk/adapt/performance and get involved in the conversation on Twitter #ipadapt.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Management consultants help businesses solve problems by diagnosing issues, recommending solutions, and helping with implementation. Alexander Bain focuses on strategic consulting for small and medium enterprises. They provide advice in areas like organizational strategy, functional strategy, and help clients address challenges like outdated business practices limiting growth. Case studies show how they conduct business reviews, identify customer needs, and recommend testing ideas through minimum viable products before large investments. Their goal is helping businesses achieve exponential growth through transformational changes to operations.
Procurement Leaders Magazine_Procurement Outsourcing - A Field GuideKemper
The document discusses procurement outsourcing and some of the challenges organizations face when outsourcing procurement functions. It notes that while procurement outsourcing is a growing market, it still only accounts for a small portion of overall global spend. Some common issues with procurement outsourcing include organizations having unrealistic expectations about what outsourcing will deliver in practice. There can also be differences in how the client organization and outsourcing provider perceive the value being delivered. Establishing clear metrics and baselines is important for accurately measuring the impact of outsourcing. A lack of fit between the client and provider in terms of culture, expertise or geographic scope can also undermine outsourcing relationships. For outsourcing to be successful, organizations need
1. The document discusses strategies that high-growth insurance agencies use to build a successful sales culture and high-performance sales engine, including producer recruiting, sophisticated service staff, defined agency value propositions, and clearly communicated producer expectations.
2. It recommends agencies focus on recruiting proven sales professionals from other industries, use personality testing and accountability tracking to identify the best candidates. Having a sophisticated service staff allows producers to focus on new sales.
3. Defining the agency's value proposition and communicating producer expectations are also discussed as important elements of success. The overall message is that agencies need to take control of growth rather than being passive in today's challenging economic environment.
How to deconstruct your agency's business model to better understand the value you deliver to clients and better position for firm to work for the types of clients you really want.
To manage productivity and contain costs, companies should focus on labour and space by cross-training employees rather than downsizing, and subletting excess space.
Establishing strong supplier partnerships, reviewing storage methods, and outsourcing non-core functions can maximize supply chain efficiencies. Regular cycle counts using mobile technologies can also improve accuracy and visibility.
As the economy grows, supply chain managers must ensure they have the right staffing to handle current and future operations, especially replacing soon-to-retire senior executives, in order to build bench strength and carry institutional knowledge forward. A cost analysis can also help optimize margins by identifying unprofitable clients.
The document provides tips from various supply chain professionals on achieving supply chain success.
Key tips include establishing strong supplier partnerships, committing to cycle counts and using mobile technology for real-time data, ensuring the right staff is in place to handle future growth, modernizing processes for e-commerce, effectively managing suppliers through communication and metrics, using automation and software to drive efficiency, and taking an integrated approach to sales and operations planning to control costs.
The most crucial tip is to ensure having the right staff with the needed skills to handle current and future operations, as many companies will face a significant skills gap as large numbers of senior executives near retirement.
M. Neha is a human resource professional with over 4 years of experience in recruitment and employee relations. She has worked at Orient Hardware & Tools Corporation as an HR executive and at Cegonsoft Pvt Ltd and Integra Global Solution as an HR associate and executive. She has experience in recruitment, employee onboarding, maintaining HR policies and procedures, handling employee attendance and leaves, performance management, and exit formalities. She is seeking new opportunities in human resources where she can utilize her skills in people management and motivating employees.
The document contains examples of adjective pairs formed from verbs using -ing and -ed endings to describe states and characteristics/actions. It provides examples like "frightening" to describe characteristics and "frightened" to describe a state. It then has the reader practice forming sentences using adjective pairs with different verbs and pictured subjects.
This document provides information about Swapnroop Drugs and Pharmaceuticals, an ISO 9001:2008 certified company based in India that specializes in sales and marketing of pharmaceutical products. It lists their vision as providing affordable, high quality pharmaceutical products to benefit customers. Their mission is to increase their product portfolio and deliver more products to customers under one roof to increase company revenue. It notes they provide a variety of pharmaceutical products supported by regulatory documents and can deliver worldwide via courier services within 4-5 days. The document concludes by listing over 200 active pharmaceutical ingredients (APIs) in their product catalog.
The Buriganga River in Bangladesh has become heavily polluted over the past few decades. Once a source of drinking water and important for trade, the river is now close to biological death due to pollution from Dhaka's growing population. Sewage, waste from factories and tanneries, and oil spills have turned the river black and killed all fish. Solutions are needed such as wastewater treatment plants, dredging the riverbed, and controlling pollution from industries. With concerted efforts, it may be possible to restore the river as was done with London's Thames River.
Food adulteration in Bangladesh is a serious crime punishable by law. Consumption of adulterated food can cause serious health issues like diarrhea, asthma, ulcers, food poisoning, and even cancer, and in some cases lead to death. In particular, salt adulterated with lead chromate can cause serious mental disorders in children as well as anemia and paralysis.
This document summarizes an environmental science presentation on water pollution. It discusses how water is vital for life and covers the water cycle. It then discusses several facts about water pollution, including plastic pollution in oceans, pollution of major rivers, and health impacts. The presentation covers different types of water pollution like oil pollution, toxic pollutants, pesticides, and pollution from leather industries. It discusses point and non-point sources of pollution. Finally, it discusses effects of water pollution on agriculture, human health, groundwater, and wildlife. It suggests education and laws as solutions to address water pollution.
Deforestation in Bangladesh and its solution Hossian
This document discusses deforestation in Bangladesh. It notes that 50% of Bangladesh's forests have been destroyed in the last 20 years due to activities like agricultural expansion, logging, urbanization, and mining. Deforestation causes problems like heavy soil erosion, extinction of flora and fauna, global warming, and silting of rivers. Some solutions proposed are banning clear cutting of forests, requiring planted trees to replace cut trees for development, and curbing unnecessary felling of trees through laws and regulations.
This document summarizes a case study about Xchanging's implementation of robotic process automation (RPA) using Blue Prism software. Some key points:
1) Xchanging automated 14 core processes using 27 robots, replacing the need for some full-time employees and achieving typical cost savings of 30% per process.
2) Xchanging saw benefits beyond cost savings, including improved service quality, increased compliance, and scalability.
3) The implementation challenged common myths about RPA, showing it was used to do more work rather than replace people, was welcomed by staff, automated offshore processes, and had strategic benefits beyond just cost savings.
1. The most important objectives of SRM according to respondents are leveraging supplier capabilities, reducing costs, and improving security of supply.
2. Approximately 60% of respondents have a formal supplier segmentation process in place, most commonly segmenting suppliers based on spend size, product importance, and risk exposure.
3. While the benefits of SRM are acknowledged, the average maturity level of SRM programs is still low. Common challenges include an overemphasis on cost reduction, a lack of SRM competencies, and insufficient alignment between business, procurement, and suppliers.
Ahead of the marcus evans Chief Procurement Officer Summit 2022, read here an interview with Ward Karson discussing strategies for CPOs to succeed on the digital procurement journey.
The document provides an overview of partner marketing and outlines key areas to focus on to improve results from partner marketing activities. It discusses common barriers to success in partner marketing like lack of control over partners and limited partner resources. It emphasizes the importance of enablement to help partners be better marketers and the delivery of great content. It identifies the top 5 areas to focus on as people, technology, buyer journey, content, and reach. It also provides an overview of the services offered by Quantum Marketing to deliver partner marketing campaigns and generate demand.
The document discusses challenges that agencies face in enterprise SEO and how Linkdex can help agencies address these challenges. Some key points:
- Enterprise SEO is complex and agencies must navigate challenges to help clients grow traffic, revenues, and brand equity.
- Agencies must balance strategic, operational, and relationship considerations to effectively manage SEO campaigns.
- Winning RFP responses require understanding client needs and presenting solutions, data, and stories that excite clients.
- Proper onboarding, managing client expectations, and adapting to changes are important for ongoing client success.
- Linkdex provides data and tools to help agencies optimize processes, scale their business, and gain an unfair advantage when pitching
Capita - Putting innovation at the heart of RPOEmma Mirrington
What is the meaning of innovation in RPO and how can the market become more innovative? New research from Capita seeks to find out what innovation means to resourcing leaders. The research provides an in depth insight on how RPO models can be better configured to realise the benefits from innovation.
Research participants included HR directors and resourcing leaders from large enterprises, with the likes of Arup, BSkyB, The Cooperative Banking Group, Lockheed Martin, TalkTalk, Thales and Virgin Money, among others.
Most of the respondents felt that the sector needed to improve on how it engages with candidates and hiring managers, and improve its capabilities around candidate sourcing. There was a strong sense of a need for research-led RPO, which could help improve conversations with active and passive candidates as well as boost the development of talent pipelines and pools.
Some respondents reflected challenges back on themselves; for instance, respondents linked several shortfalls to their organisations’ tendency to contract on cost alone, a failure to challenge how resourcing was perceived as a business discipline within their own organisation, and a lack of both focus and investment in workforce planning and talent management.
The Innovation in RPO white paper proves to be an interesting and upfront read. Its frank and honest view of the state of RPO comes with recommendations for driving positive change.
- The document discusses innovation in recruitment process outsourcing (RPO). It highlights a disconnect between RPO providers and clients that is hindering innovation.
- Research with 21 organizations found that RPO providers are mainly seen as processors focused on cost and outputs rather than strategic partners that add value. Attempts at innovation are seen as "noise" rather than true innovation.
- To drive innovation, the research argues that RPO providers need to better engage clients, act as advisors rather than sellers, focus on outcomes over outputs, and partner more closely with clients rather than taking a "one-size-fits-all" approach. Workforce planning, branding, and flexibility were also cited as areas where R
Top tips from Procurement Leaders 2015 World Procurement CongressBrooke England Lee
Over 500 senior procurement practitioners from 36 countries gathered in London in May 2015 for Procurement Leaders World Procurement Congress.
Attendees explored the theme of Mapping the Future of Global Procurement through in-depth debate with peers, practical breakouts and inspiring real-life case studies from influential CPO keynotes.
Here is a sample of some of the top tips shared over the two days on 8 procurement hot topics including procurement strategy, successful transformation, talent development and innovation.
This document discusses strategies for effectively marketing employment opportunities and attracting job applicants. It recommends adopting the classic product marketing approach of research, planning, positioning, and supporting. Market research should identify potential job applicants and their needs. Planning involves determining labor market goals and strategies. Positioning sets the image and targets specific applicant audiences. Supporting includes promoting openings through advertising, direct mail, and agencies. Screening applicants uses application forms, interviews, and testing to evaluate competencies.
Foster collaborative environment
and build a progressive approach towards building with an RPO firm. Avail robust performance with use of latest technology.
Learning the art of ‘effective’ partner management is what will upsurge your revenue logs and give you the competitive advantage – your fuel for thriving in the dynamic landscape.
This document discusses the importance of effective partner management. It begins by defining channel partners and their significance in helping businesses achieve sales goals. It then outlines several best practices for partner management, including showing a shared roadmap, customizing the partner experience, providing training, acknowledging accomplishments, and reviewing performance to assist rather than reprimand partners. It also identifies some pitfalls to avoid like inconsistent communications. The document emphasizes that ongoing partner enablement through avenues like online communities and certification programs can lead to improved sales outcomes. It concludes that managing partners effectively can significantly boost a business's value and market insights.
The document discusses how technology and online research has changed buyer behavior, with customers now 57% through the purchasing process before contacting a salesperson. This has increased the value of subject matter experts who can provide insights beyond what customers find online. The document recommends that companies train their salespeople to become subject matter experts by understanding customer buying behaviors, industry trends, and how to identify opportunities to add value. It provides examples of how one financial company significantly increased sales by restructuring their sales team and processes to focus on a consultative, subject matter expert approach.
In the quest for innovation, companies all over the world are embracing the need for customer insight to drive product development, with many corporates investing in innovation labs with user testing facilities, and embarking on large scale customer research.
These kinds of undertakings do not come cheap - so when you do choose to invest in customer research, how do you make sure you get the most out of your spend?
Here's Wilson Fletcher's view on getting the most out of user research and the best way of implementing it to consistently drive successful innovation.
As presented by Lauren Argenta at Wilson Fletcher's Sydney event on 7th April 2016.
This document discusses strategic alliances between companies Uber and Spotify. It provides background on their partnership which allows Uber riders to stream Spotify playlists during rides. This benefits both companies by making the Uber experience more personalized and encouraging Spotify subscriptions. The document then discusses reasons for forming strategic alliances including achieving competitive advantages, pooling resources, risk minimization, and market expansion. It provides tips for selecting strategic partners such as aligning goals, building trust, and supplying complementary resources. Finally, it outlines steps for evaluating and selecting a strategic partner including defining markets, setting criteria, identifying candidates, conducting due diligence, and ensuring compatibility and synergistic goals.
1) Marketing alliances allow companies to offer a more complete range of products and services to better meet customer needs and compete in today's transparent market.
2) Forming alliances is an effective strategy to boost turnover and win large projects by combining complementary strengths from different partners.
3) Success in marketing alliances depends on finding the right partner, developing a winning bid, and profitably managing the collaboration over time through trust and continuous learning.
Business PaperDescriptionThe business analysis paper sh.docxRAHUL126667
Business Paper
Description:
The business analysis paper should focus on the use of information systems within a company of your choice. You should pick a company for which information systems played a key roll in making that company successful, and the paper should focus on how information systems contributed to that success. Your paper should answer the following areas:
· Industry Profile: What is the industry? What value does the industry provide to its customers?
· Include an analysis of the competitive landscape of the industry in terms of the Porter Competitive model. You will learn about Porter's 5 forces early in the quarter. Your paper should discuss each of the five forces that effect the competitive landscape of your company's industry. Discuss why each of the forces plays a strong or weak role in the industry and give evidence to support your argument.
· Be careful to define the industry correctly. To do so, ask the question "with whom does your company compete?" Be careful that the definition is not too narrow. For instance, Charles Schwab is a discount broker and they obviously compete with other discount brokers like Quick and Reilly and Fidelity. But, they also compete against full service brokers and deep discounters. There is also a risk of defining the industry too broadly. For instance, total retailing in the U.S. is over $2 trillion a year. This includes everything that is sold to a consumer--groceries, automobiles, fast food, clothing, etc. There are sub-sections to the retail industry and these provide a better definition since they are consistent with the criteria cited above regarding who companies compete against. Automobile dealers do not compete with McDonalds or Safeway.
· Company Profile: What business is your company in, and what value does it provide its customers. In what ways is it different than its competitors? How has it's history shaped what it can offer its customers?
· Information Technology: How does the company use IT to support or enable its business processes and competitive strategies? What technologies in particular does it use? Does the company use existing technologies,develop its own technology, or some combination of both? How much of the company’s success do you attribute to its use of IT and/or the company’s early adoption of IT into their business processes? Is it used to enhance or differentiate their product, reduce costs, or both?
· Leadership: Who are/were the key leaders of the company? What decisions did these leaders make, in particular decisions relating to the deployment of IT? What opportunities did they identify that helped make their company what it is today.
· Market and Financial Performance: What is the company’s revenue and profit, and how has it evolved over the years? How does the company’s performance compare to its competitors? You may also want to include other industry specific measures of performances, like cost per available seat mile (CASM) for airlines or sales ...
These case studies touch on subjects that all FMs know are central to our role, wherever you operate in the world, and pretty much whatever your role: procurement, innovation, technology, sustainability, talent management and health and safety. It’s quite a diverse list of subjects,
but there are common themes running through all six case studies. All these organisations seem to have worked out a similar formula for success that could be applied in any business, sector or region. Read More!
This document summarizes the key findings of research into the psychology of procurement in businesses. It finds that many boards see procurement only as a means of short-term cost cutting, rather than a strategic function. This leads to a lack of procurement skills and understanding throughout organizations. As a result, supply chain partnerships are often inefficient and departments resist procurement efforts. The research recommends implementing next-generation procurement led from the boardroom to change these psychological barriers and foster a smarter spending culture.
Industry 4.0: Technology Insights for Channel Program OptimizationSeth Jacobsen
The concept of Industry 4.0 – also known as the fourth industrial revolution – is mostly rooted in data, analytics, autonomous learning, and the Internet of Things. The impact of smart technology, however, is not limited to the supply chain and manufacturing operations. Opportunities to innovate exist in the sales and distribution channel as well. Of course, the ultimate goal is to reduce costs, increase productivity and market share, and drive revenue growth.
This project gives a fair idea of starting a venture which is particularly applicable in India due to its various tax and legal laws. But still it gives the essentials of starting a venture anywhere in the world
1. APPOINTPROCUREMENT
THE SPRING/SUMMER 2015 EDITION
HOW
PROCUREMENT
WORKS WITH
OTHERS
THE GLOBAL MAGAZINE FOR REED. FIRST CHOICE FOR RECRUITMENT
reedglobal.com/procurement
2. 2 Spring/Summer2015 | Procurement
Inside this issue
3 How to: Nurturing collaborative relationships
with non-procurement colleagues across
the business has become a vital part of the
procurement professional’s skill set. So
how can procurement engage its internal
stakeholders?
4-8 Need to know: Top 5 worst supply chain
disruptions in 2014; The new Public Contracts
Directive, which implements the 2014 EU
Public Sector Procurement Directive; Top 3
steps to becoming a procurement role model;
CPOs’ 9 priorities for 2015
9 Market overview: How can recruiting
companies work better with their agencies?
Now that candidates have the upper hand
in the UK jobs market, recruitment agencies
must invest more time and resources in
attracting candidates, planning campaigns and
interviewing, says Lee Gudgeon.
10 Supplying the best:
How do you build a highly successful team?
New videos by REED highlight our thought
leadership and top career tips.
FEATURES
NEWS VIEWS
NEWS VIEWS
PROFESSIONAL PRACTICE
The candidate-led market that we are now in
has meant recruitment specialists at REED
have had to work a lot smarter at their candidate
engagement and sourcing strategy, according
to Lee Gudgeon, business development
director. It also means recruiting companies
must work with their agencies to establish a
strong partnership in order to understand their
needs. Supplier relationship management is a
vital skill for procurement professionals, but so
too is stakeholder engagement. Procurement
professionals must prioritise successful
relationships with internal and external clients
to get ahead.
Time to prioritise
relationships
welcome p2
3. 3
Collaborating with
other departments in the
organisation is essential
for procurement to get
its job done and raise
its profile
Collaboration
“Procurement functions
are often separate
from the rest of the
organisation”
Spring/Summer2015 | Procurement
p3
How to…
engage
internal
your
stakeholders
4. 4 Spring/Summer2015 | Procurement
Collaboration
N
urturing collaborative
relationships with
non-procurement
colleagues across the
business has become
a vital part of the procurement
professional’s skill set. Such
collaboration can create value and
ensure that procurement principles
are established for every penny
the business spends. So how can
procurement engage its internal
stakeholders?
Listen and learn
Procurement functions are often unfairly
tarnished with an image of being the company
cost cutter which has no understanding of what
other departments in the business do, much
less any of the so-called softer skills needed
for a successful relationship with internal
stakeholders. Get back to basics and arrange
meetings with the senior staff in the departments
in your organisation that you need to deal with.
What technology needs does the HR department
have and why? How does the marketing
function measure the return on investment of an
advertising campaign? What challenges does
the IT department face? How do departments
measure what they cannot quantify? Even if
procurement functions have little control over the
indirect spend of these departments, listening to
what kind of environment they work in, what the
pressures are and how they think they can be
solved will provide vital intelligence for the day
when procurement does have more control over
other departments’ spend. Rather than assuming
that they work in a certain way, ask them about
their goals and targets, and the challenges they
face in meeting them.
Communicate
The downturn forced organisations to focus on
costs, and with that, the profile of procurement
grew. In fact, while no business function was
left untouched by redundancies, procurement
fared rather well. Yet procurement functions are
often separate from the rest of the organisation,
with few departments understanding what it
does or how important it is. Organise lunchtime
briefings for other departments offering top tips
on procurement, such as how the tender process
works. Show them the knowledge and experience
you have of creating innovative solutions in
partnership with suppliers, and what effect this
has on the company’s spend. Write short blogs on
the company intranet or ask to present at all-staff
meetings about procurement processes. Raise
your profile among your colleagues, so that their
first impressions of you are not just during the
tender process.
p4
5. Speak the
right language
Jargon typically results in increased distance
between professionals from different functions.
But instead it should be considered short-hand
for complex concepts that would otherwise
take time to explain – when deployed correctly
it is very useful. If you’ve been explaining to
other departments what procurement does,
the necessary jargon will be clear to them. As a
rule, don’t talk in procurement speak, but at the
same time this should not stop you learning the
language of finance, HR or marketing. Successful
professionals take the time to understand the
terminology that different departments use,
which in turn enables them to understand the
challenges they face and perhaps offer solutions
to their problems.
Consult
and engage
Internal stakeholders within other departments
may have a barrage of suppliers approaching
them. This offers a chance to sell your skills as
a procurement professional, consult with them
on ways of assessing their services providers, or
utilising suppliers’ knowledge and experience to
innovate within their own department. Learn about
best procurement practice from peer functions in
other organisations, and share those lessons. For
example, best performing marketing functions may
approach procurement in an entirely different way,
and you can share these lessons with your own
marketing function.
Get
feedback
Developing an effective and mutually beneficial
relationship with internal stakeholders means
getting feedback on what procurement
professionals do and how they do it. Not only
does this show other stakeholders that you
are willing to listen to them but it gives you an
opportunity to assess and amend your own
function’s operations.
Collaboration p5
5 Spring/Summer2015 | Procurement
6. 6 Spring/Summer2015 | Procurement
Need to know
TOP 5 WORST SUPPLY
CHAIN DISRUPTIONS 2014
1Typhoon Halong, South
East Asia
Damages:
$10+ billion
Recovery time:
41 weeks
2Severe flooding, Long
Island, New York, US
Damages:
$4+ billion
Recovery time:
38 weeks
3Typhoon Rammasun,
South East Asia
Damages:
$1.5 billion
Recovery time:
38 weeks
4Gas explosions, Kaohsiung,
Taiwan
Damages:
$900+ million
Recovery time:
26 weeks
5Hazardous chemical spill,
Arizona, US
Damages:
$900+ million
Recovery time:
10 weeks
£20 billion – amount wasted each
year by global companies because they do not
share information about suppliers.
20% – proportion of directors in companies that
are paid late and who have taken a salary cut to keep
cash inside their businesses.
TOP 3 STEPS TO BECOMING A
PROCUREMENT ROLE MODEL
IDENTIFY AND RESOLVE
OPERATIONAL
WEAKNESSES
Whereisprocurementweak,howcan
inconsistencybereducedandhowcanyoualign
withyourinternalandexternalstakeholders?
EMBRACE THE
COMPANY’S AGENDA
Isyourentireteamsynchronisednotjustwith
theirownobjectives,butwiththeobjectivesof
theentirecompany?
MAKE INNOVATION
A PRIORITY
Useprocurement’suniqueabilitytogetideas
fromsupplierstoencourageinnovationinthe
company
p6
7. 7 Spring/Summer2015 | Procurement
The bidding process for public sector contracts
has been made easier for suppliers – particularly
small and medium-sized businesses – to
enter the tendering process. The new Public
Contracts Directive, which implements the 2014
EU Public Sector Procurement Directive, sets
out a number of procedures which must be
followed before a contract is awarded over the
value of £10,000, unless it qualifies for a specific
exclusion, such as being on the grounds
of national security.
All organisations – including central government
departments, local authorities and NHS bodies
– must now make publicly available electronic
versions of the procurement documentation
online. They are also encouraged to break
contracts into lots to facilitate the participation
of SMEs. Contracting authorities will not be able
to set turnover requirements for suppliers at
more than two times the contract value.
More sustainable and better value procurement
will be instigated by taking full life-cycle costing
into account when awarding contracts. The
government hopes contracting authorities will
be able to run procurement exercises faster,
and with less red tape.
For further information, Click here
“Procurement is an incredibly important
part of the business. You are probably
representing 60-70 per cent of your
company’s costs. It’s important to get
that right.”
Sam Walsh, CEO, Rio Tinto
“We need to look beyond our traditional
strength of cost reduction. I know
that people in procurement often
have ideas about transforming the
business. You need to find a way to make
yourselves heard – smart CEOs will always look
for and listen to great ideas.”
Babs Omotowa, CEO, Nigeria LNG
“What gets measured improves.”
Peter Drucker, management writer
“Too many companies believe people are
interchangeable. Truly gifted people
have unique talents. Such people
cannot be forced into roles they are not
suited for, nor should they be. Effective
leaders allow great people to do the work
they were born to do.”
Warren Bennis, management writer
Soundbites
Need to know p7
LAW CHANGES
NEW REGULATIONS ON
SHARED PARENTAL LEAVE
Click here to read the full article
8. 8
Need to know
1 Elevate the role of
procurement to
trusted adviser
2 Reduce/avoid
purchase costs
3 Improve
procurement’s
business agility
4 Expand scope/
influence
5 Deepen influence
on complex
indirect spend
categories
6 Enable innovation,
by studying what
suppliers do
7 Increase the
satisfaction
levels of internal
stakeholders
8 Reduce supply
risk
9 Improve
suppliers’ delivery
performance
Source: The CPO Agenda, Key Issues for Procurement in 2015, The Hackett GroupSpring/Summer2015 | Procurement
CPOs’ 9
priorities
for 2015
p8
9. 9 Spring/Summer2015 | Procurement
p9Market overview
Candidates have the upper
hand in the UK jobs market
right now. So, how can
recruiting companies make
savings on their recruitment
spend? Lee Gudgeon, REED
business development
director, explains
F
or the recruitment industry
as a whole the current
candidate market makes it
harder to not only source,
but also secure candidates
for our clients. In addition to the
increased investment of time and
resources in attracting candidates,
planning campaigns, managing
the offer process and securing
candidates require increased
attention. Managing the offer
process effectively is critical as we
have seen the number of counter
offers increase by 300 per cent in
the last 12 months. Reducing the
candidate drop-off rate because
they have more options is a key part
of our service.
This is great news for candidates
and it’s important for our clients
to respond to the marketplace to
ensure they are able to fill their
vacancies and skills gaps. However,
in such a mature and candidate-
led market it creates challenges
for recruiting companies looking to
make savings from their fees to pass
on to their clients. For recruiters,
the candidate-driven market has
truly driven a need for them to either
increase their fees or dramatically
change how they operate.
Businesses have focussed on
reducing the cost of recruitment
agency fees since 2008. We’re
really at the bottom end of the cost
for this highly procured resource,
so as a business we have been
working with our clients to drive
savings from alternative avenues.
Having a purely transactional
relationship with a supplier is not
always appropriate for something as
important as recruitment. Managed
service or exclusive relationships
offer an extended, more strategic
way for organisations and their
recruitment providers to work
together. Commitment from clients to
remain in a contract with a recruiter
for a number of years can enable
that recruiter to offer specialist and
tactical guidance to reduce the time
to hire and implement cost avoidance
plans, which can be measured as
savings which are passed back to the
recruiting organisation.
For example, we can have a
more strategic conversation about
total workforce management, and
how organisations can blend their
temporary and permanent staff
operations. Rationalising suppliers
and consolidating processes such as
invoicing can contribute savings to both
costs and time.
But it’s time to have a more strategic
conversation about how workforces
are managed more generally, so that
organisations can better plan for future
recruitment needs and assess what
their current workforce looks like.
Employers need to get total visibility of
their workforce. Where are the gaps?
Should temps be made permanent?
Even though most temporary worker
contracts include a fee for moving from
temp to perm, frequently we find that
employers have temps on their books
so long that the fee is waived anyway.
Not only do employers potentially avoid
the fee but they have an inducted,
trained member of staff, with a reduced
time to hire and greater productivity,
morale and less hassle for managers.
We also need to consider how
social media and technology is
deployed to recruit staff members.
Technology has transformed
the visibility and control of both
companies and candidates.
Recruiting companies must engage
with social media – which is free
currently, but may not always be so –
to attract candidates, particularly as
attraction costs are rising. Engaging
with a supplier that can implement a
social media plan is another way of
looking at cost effective candidate
attraction.
It is solutions such as these that
can significantly save companies
on their recruitment costs. But
employers have to start viewing
recruitment agencies as partners
rather than as a transactional
relationship.
10. 10 Spring/Summer2015 | Procurement
Career tips
How do you build a highly successful team?
What’s the best way to advance your career? Three
procurement directors have outlined their tips and
advice in best practice videos by REED
Supplying
the
Best
T
hree procurement industry leaders have taken part in the first set of
videos by REED as part of the recruitment consultancy’s new approach
to thought-leadership.
p10
Fabienne Lesbros
CPO, Britvic Soft Drinks
Andrew Newnham
CPO, ITV
Chris Ayscough
purchasing director, SITA
ChiefpurchasingofficeratBritvic
SoftDrinksandwinneroftheCIPS
ProcurementandSupplyChain
ProfessionaloftheYearawardin2014,
FabienneLesbros,AndrewNewnham,
chiefpurchasingofficeratITV,andChris
Ayscough,purchasingdirectoratSITA,
haveallstarredinthenewvideos.
Thethreeprofessionalsdiscuss
topicsincludingsupplierrelationship
management,buildinganeffective
procurementteamandhow
organisationscangoaboutchanging
theirprocurementstrategy.Theyalso
discusstheall-importantcareertips
forprofessionalshopingtoclimbthe
procurementandmanagementcareer
ladders.
Theirinsighthasbeencapturedinpart
animated/partinterview-styleshortvideos
inwhichfinely-tunedquestionsimmediately
gettotheheartofwhatachievingsuccess
inthesectorreallytakes.
Withaheritagestretchingbackover50
years,ReedProcurementSupplyChain
isattheforefrontoftheUK’sprocurement
andsupplychainrecruitmentmarket.
Fivedecadesofexperiencehave
facilitatedthedevelopmentofunrivalled
expertise,andwithclientsacrosstheUK
andindustry-leadinglevelsofintegrity
andprofessionalism,combinedwith
pioneeringusesoftechnology.
REEDseesitsenviablepositionasa
leadingconsultancyasanopportunity
topromotebestpracticeforthewider
goodoftheindustry.Video,withits
unparalleledvalueasacontentmedium,
istheobviouschannelthroughwhichto
conveythebestpracticemessage,and
directcommunicationwithkeyplayers
inthesectorwaschosenasameansof
generatingastuteandengagingcontent
onthesubject.
Todate,threevideoshavebeenproduced,
whichwillbeavailableonreedglobal.com,
LinkedInandTwitter,andwillappear
onrecruiter.co.ukand
supplymanagement.com.
11. 11 Spring/Summer2015 | Procurement
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