This document discusses operationalizing voice of the customer (VOC) to ensure superior customer value across the entire customer experience. It introduces Market Value Solutions, a consulting firm that focuses on measuring and managing customer value using VOC to quantify value propositions in targeted markets. The document outlines Market Value Solution's expertise in customer value analysis and management. It then provides examples of companies that have deployed Market Value Solutions strategically and operationally. The rest of the document discusses topics like the evolution of six sigma, combining six sigma and marketing, and value-driven six sigma. It also provides details on Market Value Solution's modified DMAIC process and tools used in their approach. Finally, it summarizes two case examples of Market Value Solutions deployments
Supplier Relationship and Value Management The five programme killers, and ho...Tejari
At the program level, David Atkinson, MD of consultants Four Pillars, provides a model for developing your organization’s supplier management strategy by introducing the five critical questions that will mean the difference between failure and success. For each of these questions, answers are provided that will get you thinking about how you will make Supplier Relationship and Value Management work for your organization.
The document discusses sources of competitive advantage and how to sustain them. It identifies four main sources: structural advantage through economies of scale; strong frontline execution; insight and foresight to anticipate changes; and lower costs. It also discusses differentiation and analyzing value chains to understand customer needs and find unique ways to meet them better than competitors. Sustaining advantage requires designing strategy for robustness against threats like imitation and substitution, and having an agile organization that can learn and adapt over time.
This document discusses customer value modeling from a business intelligence perspective. It defines customer value modeling as a data-driven representation of the monetary worth that a company provides to its customers. Business intelligence tools are instrumental in customer value modeling by quantifying customer benefits in monetary terms based on product features. The document also outlines several methods for creating customer value models, including reverse engineering customer profit and loss statements. It emphasizes the importance of substantial customer interaction to understand how products and services create value for customers.
Customer Value Analysis: How Customers Make Purchase DecisionsEndeavor Management
The document discusses how Customer Value Analysis (CVA) can help companies understand what factors are most important to customers when making purchase decisions. CVA involves identifying key buying factors through research, determining how well companies perform on those factors, and analyzing price perceptions. It allows direct comparison of competitors on important customer criteria to guide business strategy and resource allocation. CVA provides insights into where to focus quality improvements and marketing efforts to increase customer satisfaction and market share relative to others.
Enhancing Value through Supplier Relationship ManagementZycus
The document discusses strategies for enhancing value through effective supplier relationship management. It emphasizes that most potential value from strategic sourcing can be lost within 6-18 months without effective ongoing supplier management. It outlines a 5-step supplier management process including daily operations, operational reviews, top-to-top reviews, and relationship mapping to classify suppliers and ensure the appropriate relationship model is used for each. Maintaining strong communication, aligning goals, and balancing power dynamics are important for maximizing value from supplier relationships.
Bullwhip and Supplier Relationship ManagementDeepak Ramawat
This document discusses strategies for managing supplier relationships to reduce the bullwhip effect in supply chains. It defines the bullwhip effect as increased demand variability amplified at each stage of the supply chain. Key points made include:
- Categorizing suppliers as strategic, preferred, or transactional based on impact of late/poor quality deliveries.
- Countering the bullwhip effect through close communication, rate contracts, optimizing lead times, and supplier partnerships.
- Steps for a supplier relationship management program including supplier categorization, identification of critical items, and establishing contracts by strategy.
- The benefits of mutual commitment between organizations and suppliers through performance metrics and support for best practices.
Giles, from his immense experience in areas of procurement has learned that traditional forms of buyer-seller relationship management have run their course and are no longer delivering value that should be expected. Check this presentation, which is brought to you by the FMCG Confext team. Visit www.fmcgconfex.com to know more on the event.
This document discusses operationalizing voice of the customer (VOC) to ensure superior customer value across the entire customer experience. It introduces Market Value Solutions, a consulting firm that focuses on measuring and managing customer value using VOC to quantify value propositions in targeted markets. The document outlines Market Value Solution's expertise in customer value analysis and management. It then provides examples of companies that have deployed Market Value Solutions strategically and operationally. The rest of the document discusses topics like the evolution of six sigma, combining six sigma and marketing, and value-driven six sigma. It also provides details on Market Value Solution's modified DMAIC process and tools used in their approach. Finally, it summarizes two case examples of Market Value Solutions deployments
Supplier Relationship and Value Management The five programme killers, and ho...Tejari
At the program level, David Atkinson, MD of consultants Four Pillars, provides a model for developing your organization’s supplier management strategy by introducing the five critical questions that will mean the difference between failure and success. For each of these questions, answers are provided that will get you thinking about how you will make Supplier Relationship and Value Management work for your organization.
The document discusses sources of competitive advantage and how to sustain them. It identifies four main sources: structural advantage through economies of scale; strong frontline execution; insight and foresight to anticipate changes; and lower costs. It also discusses differentiation and analyzing value chains to understand customer needs and find unique ways to meet them better than competitors. Sustaining advantage requires designing strategy for robustness against threats like imitation and substitution, and having an agile organization that can learn and adapt over time.
This document discusses customer value modeling from a business intelligence perspective. It defines customer value modeling as a data-driven representation of the monetary worth that a company provides to its customers. Business intelligence tools are instrumental in customer value modeling by quantifying customer benefits in monetary terms based on product features. The document also outlines several methods for creating customer value models, including reverse engineering customer profit and loss statements. It emphasizes the importance of substantial customer interaction to understand how products and services create value for customers.
Customer Value Analysis: How Customers Make Purchase DecisionsEndeavor Management
The document discusses how Customer Value Analysis (CVA) can help companies understand what factors are most important to customers when making purchase decisions. CVA involves identifying key buying factors through research, determining how well companies perform on those factors, and analyzing price perceptions. It allows direct comparison of competitors on important customer criteria to guide business strategy and resource allocation. CVA provides insights into where to focus quality improvements and marketing efforts to increase customer satisfaction and market share relative to others.
Enhancing Value through Supplier Relationship ManagementZycus
The document discusses strategies for enhancing value through effective supplier relationship management. It emphasizes that most potential value from strategic sourcing can be lost within 6-18 months without effective ongoing supplier management. It outlines a 5-step supplier management process including daily operations, operational reviews, top-to-top reviews, and relationship mapping to classify suppliers and ensure the appropriate relationship model is used for each. Maintaining strong communication, aligning goals, and balancing power dynamics are important for maximizing value from supplier relationships.
Bullwhip and Supplier Relationship ManagementDeepak Ramawat
This document discusses strategies for managing supplier relationships to reduce the bullwhip effect in supply chains. It defines the bullwhip effect as increased demand variability amplified at each stage of the supply chain. Key points made include:
- Categorizing suppliers as strategic, preferred, or transactional based on impact of late/poor quality deliveries.
- Countering the bullwhip effect through close communication, rate contracts, optimizing lead times, and supplier partnerships.
- Steps for a supplier relationship management program including supplier categorization, identification of critical items, and establishing contracts by strategy.
- The benefits of mutual commitment between organizations and suppliers through performance metrics and support for best practices.
Giles, from his immense experience in areas of procurement has learned that traditional forms of buyer-seller relationship management have run their course and are no longer delivering value that should be expected. Check this presentation, which is brought to you by the FMCG Confext team. Visit www.fmcgconfex.com to know more on the event.
Penny wise procurement strategies-long-term-effectiveness-short-term-wins 1012-1Dr Gordon Murray
Discusses the concept of ‘short-term financial gains’
at the cost of ‘long-term sustainability’. The premise is that there is a need to avoid short-term procurement strategies during financial crises, which could compromise long-term success. The paper’s central theme is built around the popular management model Porter’s 5 Forces, and we correlate the theories in this model to the real world challenges of procurement and how they can provide a long-term cost efficient solution.
Supplier Relationship Management Srm Research 2010 2011salleijn
This fifth SRM Survey marks Capgemini Consulting’s continued efforts to understand the trends and issues affecting organizations when implementing a SRM solution and provides insights for executives on issues and trends across the Procurement profession. Capgemini Consulting has surveyed 100 SRM vendors over the last five years, with this edition surveying twenty vendors with a global geographical scope and worldwide implementations. These vendors represent a broad range of applications that provide full coverage for all sub-processes to niche players supporting only a selected functionality
A full copy of the report can be downloaded from:
http://www.capgemini.com/insights-and-resources/by-publication/supplier-relationship-management-srm-research-20102011/
The document discusses key aspects of successful supply chain relationships such as trust, quality, commitment, and innovation. It provides examples of different types of relationships between Toyota, GM, Microsoft, and other companies and their suppliers. Effective relationships are characterized by collaboration, information sharing, and interdependence between partners. Outsourcing is increasing in manufacturing and services due to pressures to reduce costs and optimize operations in the supply chain.
Multisourcing is a new global trend that involves blending services from internal and external providers to pursue business goals. It leverages multiple specialist teams to improve quality, costs, and time-to-market over traditional outsourcing approaches. Critical success factors include having a clear strategy and governance model, managing relationships rather than transactions, and implementing measurements to manage complexity. Making multisourcing work requires visibility, coordination, and integration across partner boundaries.
Gaining Competitive Advantage through Supplier Collaboration and Supplier Rel...TraceGains
If you have any questions or comments, please send them to connect@tracegains.com. We look forward to hearing from you.
Race to win, rather than race to the bottom!
Continued consolidation of the food supply base will lead to more powerful and assertive customers in some markets. These customers are placing increasing demand on the entire supply chain for reduced cost and higher levels of value delivery. While many companies focus on price reduction as a solution they soon realize that there is only so much supplier margin and they soon become in effective in trying to meet the increasing demands of the customer and company management. They also realize that there is a significant cost and time involved in changing and developing new suppliers.
The solution to increasing demand for value is to get business alignment across the entire supply chain. This requires value-based relationships will require substantial changes in behavior by the buyer and seller. This webinar will detail the need to establish clear processes through which buyers and suppliers interface and collaborate. The focus is on building and developing a Supplier Relationship Management (SRM) focus for your business.
Things covered in the seminar:
-How can a company build a process that delivers cost and value improvement Year on Year
Understanding the Supplier Relationship Management Process
-Identifying which suppliers are good candidates for SRM
-How to drive collaboration with suppliers
The document discusses supplier relationship management as a key process in supply chain management. It defines supply chain management as integrating business processes from suppliers to end customers to add value. It describes supplier relationship management as providing the structure for developing and maintaining relationships with suppliers, including performance agreements to balance the needs of both parties. The goal is to improve customer service, costs, and profits through collaborative relationships rather than transactional interactions.
1) The document discusses pragmatic approaches to optimizing operational costs during times of radical change and uncertainty. It outlines a 3 step process of engage and set up, discover and diagnose, and iterative design and implementation.
2) The discover and diagnose step involves defining customer segments, attributing costs, conducting a holistic analysis of the operating model, and identifying cost optimization opportunities across components like customers, processes, partners, organization, locations, and technology.
3) The iterative design and implementation step defines initiatives, establishes waves for iterative delivery, and tracks benefits to realize savings on the bottom line. Various levers are discussed like shifting customers to lower cost channels, reducing failure demand, streamlining processes, rationalizing applications,
Supplier Relationship Management takes traditional sourcing methods to the next level. While the sourcing process uses Requests for Proposals (RFPs) and templated one-way communications to select suppliers and derive the most upfront value for contracted services or products, SRM uses processes, principles, communications and tools to help companies better manage their existing suppliers within all areas of the company during the entire supplier lifecycle.
The document discusses effective supplier relationship management. It begins with an introduction and agenda. It then defines contract management and supplier management, explaining that supplier management covers all aspects of working with suppliers beyond specific contracts. It outlines key aspects of good supplier relationship management programs, including planning, resources, relationships, risk management, and payment. The document then provides case studies of supplier management programs at Fujitsu, Nokia, and Rexam and how they improved outcomes through segmentation, measurement, competition, and rewards. It stresses that successful programs require leadership, clear objectives, and communication.
The document discusses vendor management systems. It defines a vendor as a third party that provides goods or services to a company. Vendor management is the process of controlling costs, ensuring quality, and mitigating risks through all stages of the business relationship with vendors. Effective vendor management includes creating clear processes, building relationships between organizations and vendors, and establishing service quality and governance practices. The document also outlines best practices for vendor selection, monitoring, and rating vendors based on parameters like pricing, quality, delivery, and service.
The content for this excerpt was taken directly from the IDC MarketScape: Worldwide Retail Product Life-Cycle Management (PLM) Applications 2012 Vendor Assessment" by Leslie Hand.
The retail product life-cycle management (PLM) applications market for apparel, footwear, and hardlines products continues to evolve, with the focus shifting from merely enabling improved technical specification, sampling, and sourcing management processes to acting as a central lynchpin, from a supply chain perspective, empowering retailers to conduct customer-centric, efficient, and effective brand management.
Key findings included in this document:
● Retail PLM allows retailers to harmonize decisions at each step of the product life cycle, resulting in more profitable product launches, fewer product failures, and more business success.
● Retailers improve the performance of their companies and, specifically, private label brands with a broad spectrum of product life-cycle management capabilities from product conception to order receipt.
● Vendors that serve this space range from those that have long histories in PLM and CAD, vendors that initially were sourcing specialists and those that have emerged specifically to serve retail product or merchandise life-cycle management (retail PLM or MLM) needs. Regardless of heritage, many of these companies have increased retail-specific R&D in the past several years.
● To address the business and technical requirements of retail PLM processes, beyond core product development and sourcing, vendors are developing, partnering, or acquiring analytics, 3D visualization, social networking, and collaborative platform technologies
Navigating the changing landscape of channel partners in technology industryJoonas Järvinen
- The document discusses the changing landscape of channel partners in the technology industry and how vendors and partners are managing this change. It provides insights from a survey of channel management professionals.
- While the channel continues to play a vital role for most companies, generating over 50% of revenue for many, the survey found most respondents believe their channel is underperforming expectations.
- Both partners and vendors face challenges from industry trends like consolidation and commoditization. Respondents outlined initiatives around product strategy, partner relations, and service development to address these issues. However, most initiatives suggested lacked uniqueness.
In this slideshare presentation we discuss Supplier Relationship & Performance Management (SRPM) and how you can link your HSEQ programme to this.
SRPM is the proactive management of supplier relationships to secure strategic advantage and to add value to your organisation.
Here’s what will be covered:
- An introduction to SRPM
- Why SRPM & who is involved
- Objectives, process, roles & responsibilities of SRPM
- The benefits of SRPM
- How to link your HSEQ programme to your SRPM
The recording to this webinar can be found here: http://www.mangolive.com/blog-mango/how-to-link-your-hseq-programme-to-your-supplier-relationship-and-performance-management-system
This document discusses quality management news and tools. It provides an overview of quality management trends such as demanding global customers and economic pressures that are shifting expectations. Six common quality management tools are also described: check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Each tool is explained in one to two sentences. The document is intended to provide useful information about quality management news and tools to readers.
The document summarizes Peter Woon's presentation on Agilent Technologies' implementation of Supplier Relationship Management (SRM) to enhance its supply chain competitiveness. It discusses Agilent's business need for a common SRM model, the key components of its SRM model including supplier stratification, governance, performance measurement, and supplier development. It also provides details on each of these components, examples of best practices, and how they are applied at Agilent.
Untuk memilih vendor/supplier yang dapat diandalkan dengan produk terbaik & jasa, spesifikasi yang tepat, kualitas yang tepat, ketepatan waktu pengiriman, layanan terbaik, dan juga harga yang terbaik, maka perusahaan harus melakukan proses seleksi dan evaluasi vendor/supplier secara komprehensif diukur dengan metode yang tepat.
This lecture slide was prepared for my guest lecture session in Bina Nusantara University's undergraduate program of International Business Management. It discussed the role of procurement function in an organisation, and how the function has been continuously evolved to meet market expectation by engaging business partners, as well as intra-company stakeholders. It shares top tips of how buyer can create value-add to the business from the book “Value-Added Purchasing” written by Eberhard E. Schening, PhD. Enjoy this as a part of your learning journey!
This document provides an overview of procurement best practices, including governance, strategy, category management, supplier selection and contract management. It discusses key concepts like centralized vs decentralized procurement structures, collaboration strategies, spend analysis tools, sourcing options, award criteria, performance management, contract changes and reviews. The document aims to outline best practices across the entire procurement cycle from identifying needs to contract closure and review.
Flow chart setting out the land acquisition process under the Right to Fair Compensation & Transparency in Land Acquisition, Rehabilitation & Resettlement Act, 2013
Penny wise procurement strategies-long-term-effectiveness-short-term-wins 1012-1Dr Gordon Murray
Discusses the concept of ‘short-term financial gains’
at the cost of ‘long-term sustainability’. The premise is that there is a need to avoid short-term procurement strategies during financial crises, which could compromise long-term success. The paper’s central theme is built around the popular management model Porter’s 5 Forces, and we correlate the theories in this model to the real world challenges of procurement and how they can provide a long-term cost efficient solution.
Supplier Relationship Management Srm Research 2010 2011salleijn
This fifth SRM Survey marks Capgemini Consulting’s continued efforts to understand the trends and issues affecting organizations when implementing a SRM solution and provides insights for executives on issues and trends across the Procurement profession. Capgemini Consulting has surveyed 100 SRM vendors over the last five years, with this edition surveying twenty vendors with a global geographical scope and worldwide implementations. These vendors represent a broad range of applications that provide full coverage for all sub-processes to niche players supporting only a selected functionality
A full copy of the report can be downloaded from:
http://www.capgemini.com/insights-and-resources/by-publication/supplier-relationship-management-srm-research-20102011/
The document discusses key aspects of successful supply chain relationships such as trust, quality, commitment, and innovation. It provides examples of different types of relationships between Toyota, GM, Microsoft, and other companies and their suppliers. Effective relationships are characterized by collaboration, information sharing, and interdependence between partners. Outsourcing is increasing in manufacturing and services due to pressures to reduce costs and optimize operations in the supply chain.
Multisourcing is a new global trend that involves blending services from internal and external providers to pursue business goals. It leverages multiple specialist teams to improve quality, costs, and time-to-market over traditional outsourcing approaches. Critical success factors include having a clear strategy and governance model, managing relationships rather than transactions, and implementing measurements to manage complexity. Making multisourcing work requires visibility, coordination, and integration across partner boundaries.
Gaining Competitive Advantage through Supplier Collaboration and Supplier Rel...TraceGains
If you have any questions or comments, please send them to connect@tracegains.com. We look forward to hearing from you.
Race to win, rather than race to the bottom!
Continued consolidation of the food supply base will lead to more powerful and assertive customers in some markets. These customers are placing increasing demand on the entire supply chain for reduced cost and higher levels of value delivery. While many companies focus on price reduction as a solution they soon realize that there is only so much supplier margin and they soon become in effective in trying to meet the increasing demands of the customer and company management. They also realize that there is a significant cost and time involved in changing and developing new suppliers.
The solution to increasing demand for value is to get business alignment across the entire supply chain. This requires value-based relationships will require substantial changes in behavior by the buyer and seller. This webinar will detail the need to establish clear processes through which buyers and suppliers interface and collaborate. The focus is on building and developing a Supplier Relationship Management (SRM) focus for your business.
Things covered in the seminar:
-How can a company build a process that delivers cost and value improvement Year on Year
Understanding the Supplier Relationship Management Process
-Identifying which suppliers are good candidates for SRM
-How to drive collaboration with suppliers
The document discusses supplier relationship management as a key process in supply chain management. It defines supply chain management as integrating business processes from suppliers to end customers to add value. It describes supplier relationship management as providing the structure for developing and maintaining relationships with suppliers, including performance agreements to balance the needs of both parties. The goal is to improve customer service, costs, and profits through collaborative relationships rather than transactional interactions.
1) The document discusses pragmatic approaches to optimizing operational costs during times of radical change and uncertainty. It outlines a 3 step process of engage and set up, discover and diagnose, and iterative design and implementation.
2) The discover and diagnose step involves defining customer segments, attributing costs, conducting a holistic analysis of the operating model, and identifying cost optimization opportunities across components like customers, processes, partners, organization, locations, and technology.
3) The iterative design and implementation step defines initiatives, establishes waves for iterative delivery, and tracks benefits to realize savings on the bottom line. Various levers are discussed like shifting customers to lower cost channels, reducing failure demand, streamlining processes, rationalizing applications,
Supplier Relationship Management takes traditional sourcing methods to the next level. While the sourcing process uses Requests for Proposals (RFPs) and templated one-way communications to select suppliers and derive the most upfront value for contracted services or products, SRM uses processes, principles, communications and tools to help companies better manage their existing suppliers within all areas of the company during the entire supplier lifecycle.
The document discusses effective supplier relationship management. It begins with an introduction and agenda. It then defines contract management and supplier management, explaining that supplier management covers all aspects of working with suppliers beyond specific contracts. It outlines key aspects of good supplier relationship management programs, including planning, resources, relationships, risk management, and payment. The document then provides case studies of supplier management programs at Fujitsu, Nokia, and Rexam and how they improved outcomes through segmentation, measurement, competition, and rewards. It stresses that successful programs require leadership, clear objectives, and communication.
The document discusses vendor management systems. It defines a vendor as a third party that provides goods or services to a company. Vendor management is the process of controlling costs, ensuring quality, and mitigating risks through all stages of the business relationship with vendors. Effective vendor management includes creating clear processes, building relationships between organizations and vendors, and establishing service quality and governance practices. The document also outlines best practices for vendor selection, monitoring, and rating vendors based on parameters like pricing, quality, delivery, and service.
The content for this excerpt was taken directly from the IDC MarketScape: Worldwide Retail Product Life-Cycle Management (PLM) Applications 2012 Vendor Assessment" by Leslie Hand.
The retail product life-cycle management (PLM) applications market for apparel, footwear, and hardlines products continues to evolve, with the focus shifting from merely enabling improved technical specification, sampling, and sourcing management processes to acting as a central lynchpin, from a supply chain perspective, empowering retailers to conduct customer-centric, efficient, and effective brand management.
Key findings included in this document:
● Retail PLM allows retailers to harmonize decisions at each step of the product life cycle, resulting in more profitable product launches, fewer product failures, and more business success.
● Retailers improve the performance of their companies and, specifically, private label brands with a broad spectrum of product life-cycle management capabilities from product conception to order receipt.
● Vendors that serve this space range from those that have long histories in PLM and CAD, vendors that initially were sourcing specialists and those that have emerged specifically to serve retail product or merchandise life-cycle management (retail PLM or MLM) needs. Regardless of heritage, many of these companies have increased retail-specific R&D in the past several years.
● To address the business and technical requirements of retail PLM processes, beyond core product development and sourcing, vendors are developing, partnering, or acquiring analytics, 3D visualization, social networking, and collaborative platform technologies
Navigating the changing landscape of channel partners in technology industryJoonas Järvinen
- The document discusses the changing landscape of channel partners in the technology industry and how vendors and partners are managing this change. It provides insights from a survey of channel management professionals.
- While the channel continues to play a vital role for most companies, generating over 50% of revenue for many, the survey found most respondents believe their channel is underperforming expectations.
- Both partners and vendors face challenges from industry trends like consolidation and commoditization. Respondents outlined initiatives around product strategy, partner relations, and service development to address these issues. However, most initiatives suggested lacked uniqueness.
In this slideshare presentation we discuss Supplier Relationship & Performance Management (SRPM) and how you can link your HSEQ programme to this.
SRPM is the proactive management of supplier relationships to secure strategic advantage and to add value to your organisation.
Here’s what will be covered:
- An introduction to SRPM
- Why SRPM & who is involved
- Objectives, process, roles & responsibilities of SRPM
- The benefits of SRPM
- How to link your HSEQ programme to your SRPM
The recording to this webinar can be found here: http://www.mangolive.com/blog-mango/how-to-link-your-hseq-programme-to-your-supplier-relationship-and-performance-management-system
This document discusses quality management news and tools. It provides an overview of quality management trends such as demanding global customers and economic pressures that are shifting expectations. Six common quality management tools are also described: check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Each tool is explained in one to two sentences. The document is intended to provide useful information about quality management news and tools to readers.
The document summarizes Peter Woon's presentation on Agilent Technologies' implementation of Supplier Relationship Management (SRM) to enhance its supply chain competitiveness. It discusses Agilent's business need for a common SRM model, the key components of its SRM model including supplier stratification, governance, performance measurement, and supplier development. It also provides details on each of these components, examples of best practices, and how they are applied at Agilent.
Untuk memilih vendor/supplier yang dapat diandalkan dengan produk terbaik & jasa, spesifikasi yang tepat, kualitas yang tepat, ketepatan waktu pengiriman, layanan terbaik, dan juga harga yang terbaik, maka perusahaan harus melakukan proses seleksi dan evaluasi vendor/supplier secara komprehensif diukur dengan metode yang tepat.
This lecture slide was prepared for my guest lecture session in Bina Nusantara University's undergraduate program of International Business Management. It discussed the role of procurement function in an organisation, and how the function has been continuously evolved to meet market expectation by engaging business partners, as well as intra-company stakeholders. It shares top tips of how buyer can create value-add to the business from the book “Value-Added Purchasing” written by Eberhard E. Schening, PhD. Enjoy this as a part of your learning journey!
This document provides an overview of procurement best practices, including governance, strategy, category management, supplier selection and contract management. It discusses key concepts like centralized vs decentralized procurement structures, collaboration strategies, spend analysis tools, sourcing options, award criteria, performance management, contract changes and reviews. The document aims to outline best practices across the entire procurement cycle from identifying needs to contract closure and review.
Flow chart setting out the land acquisition process under the Right to Fair Compensation & Transparency in Land Acquisition, Rehabilitation & Resettlement Act, 2013
Market value added (MVA) is the difference between a firm's current market value and the capital contributed by investors. If MVA is positive, the firm has added value; if negative, it has destroyed value. MVA is economically equivalent to net present value and represents the present value of all future expected economic value added. Economic value added (EVA) is a measure of a firm's economic profit, calculated as net operating profit after taxes minus a capital charge for the cost of capital employed. EVA indicates whether a firm has generated returns higher than the required rate of return. While EVA is a performance metric, MVA measures the level of value a firm has accumulated over time based on past performance.
The document discusses the Land Acquisition Act of Malaysia. It provides 3 key points:
1. The Act allows the government to acquire private land for public purposes like development projects, with compensation provided to landowners. It aims to ensure uniform land laws across Malaysian states.
2. The procedures for land acquisition include gazetting of acquisition notices, evaluations of land value, awards given to landowners, and objection periods for challenging acquisitions.
3. Other countries like India and Australia also have laws governing land acquisition, but Malaysia's law does not allow objections against the principle of acquisition itself like other systems do.
Land Acquisition Rehabilitation and Resettlement Act, 2013Gopal Agarwal
The document discusses India's Land Acquisition, Rehabilitation and Resettlement Act of 2013 and proposed amendments. It provides background on the original 1894 land acquisition law and need for reform. Key points of LARR 2013 included exemptions from consent requirements, levels of consent needed for public-private partnerships and private projects, and compensation rules. Proposed amendments in 2014 and 2015 aimed to address implementation issues with social impact assessments and consent clauses slowing projects. The document outlines debate around the proposals and suggests the party effectively communicate the need for farmers' alternative livelihoods through infrastructure development.
The document summarizes key aspects of land acquisition laws in India - the Land Acquisition Act of 1894 and its replacement, the Right to Fair Compensation and Transparency in Land Acquisition, Rehabilitation and Resettlement Act, 2013 (LARR Act). It notes that the 1894 Act allowed arbitrary land acquisition without proper compensation or rehabilitation. The 2013 LARR Act established stricter social and environmental safeguards for land acquisition and resettlement of affected families, but was amended in 2014 via an ordinance exempting certain projects. This sparked protests against the dilution of land rights.
This document discusses land acquisition policies and processes in India. It provides an overview of the Land Acquisition Act of 1894 and issues with it, including low compensation amounts and lack of rehabilitation provisions. It also discusses the proposed Land Acquisition, Rehabilitation and Resettlement Bill of 2011, which aims to address these issues by providing greater consent requirements, return of unused land, sharing of land appreciation, and stronger rehabilitation and resettlement provisions. The document also compares land acquisition processes internationally and provides recommendations for India such as acquiring surplus land, distributing development stocks/options to landowners, and establishing a more liberal and competitive framework.
The document discusses how to create value for customers and gain profitable customers. It recommends understanding the customer's business model, value chain, costs and profit drivers. This allows identifying key success factors and sustainable competitive advantages. The company should then determine how to provide value by solving customer problems better than competitors. This will lead to customers paying premiums, providing repeat orders and referrals.
A Value-Based connection: Aligning Commercial Strategy with Sales ExecutionAlex Rumble
This document discusses how companies can better execute on delivering value to customers. It notes that while many organizations say they focus on value, price often still dominates discussions. There are two key challenges: conventional methods focus too much on pricing, and sales teams need better training to sell value rather than just price. The document advocates taking a holistic approach that aligns commercial strategy with sales execution, considers the full value proposition including benefits beyond price, and embeds value management into organizational processes from strategy to contract negotiations. This will help companies better meet customer needs while also achieving their own objectives.
The Voice of the Business (VoB) vs Voice of the Customer (VoC)
What is the VoC? What does it mean for my business?
Understand exactly the drivers behind the needs and wants of your customers and learn how to measure them the Six Sigma way
The document discusses customer value management (CVM) concepts and provides a case study of its application. It defines key CVM terms like value, price, and cost. It describes how CVM can be used as a strategic tool to drive business by focusing on delivering the highest value to customers relative to competitors. The case study details how AT&T shifted to a CVM approach in the 1990s to improve its competitive position and market share.
1) The document discusses differentiating business consulting offerings by focusing on deep domain expertise, innovative tools and methodologies, and strong client relationships.
2) It examines the value of differentiation for clients, consultants, and sales teams through benefits like repeat business, operational cost reductions, and minimized pursuit losses.
3) Potential impediments to differentiation include the costs of change, developing expertise, and adopting new frameworks. The document proposes overcoming these by leveraging existing capabilities and prioritizing minimal changes.
The document provides an agenda and presentation materials for a Commercial Excellence Forum on differentiation and value propositions. The agenda includes sessions on introduction to differentiation and value propositions, applying value propositions to companies, and designing strong value propositions. The presentation materials discuss the importance of differentiation in outperforming competition, common barriers to effective value proposition development and communication, and frameworks for defining a value proposition based on customer needs.
Measuring the Effectiveness of B2B MarketingHileman Group
Measuring the business impact of digital marketing efforts continues to be one of the biggest struggles in B2B. Learning how to effectively measure these campaigns will help ensure the success of your team and organization. View this presentation to learn how to integrate data, measure ROI and more in order to improve your B2B marketing efforts.
Visual aid for onboarding new stakeholders to a large global cross-functional program (implementing Omni-Channel).
Emphasis on change management, clearly defining the role of each stakeholder and making the entire change process transparent.
Parth\'s in it\'s endeavour to manage sales effectively with real time communication tools ,developed the crm,which will guide companies towards excellence in customer relationship.
The document discusses strategies for banks to transition from traditional banking to diversified financial services companies. It outlines goals such as increasing revenue from fee-based products, cross-selling to existing customers, and providing consistent service across channels. The balanced scorecard approach is presented as a way to align business units, link strategy to performance management, and clarify roles. A case study of a bank that implemented the balanced scorecard is described.
The most effective customer experience measure on the planetChristopher Brooks
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Customer and Product Profitability for Distributors3C Software
Learn how distributors can use ImpactECS to calculate detailed customer and product profitability results, analyze unlimited scenarios, and make better business decisions.
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Lucia is with The Procter & Gamble (PG) Global Business Management.
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Businesses have real challenges that inhibit growth. Understanding Customer relationships and the core drivers of value is an essential part of creating highly effective organizations that are positioned for growth. Explore the next the level of multi-dimensional customer diagnostics to optimize customer relationships and growth.
The Value Initiative tool suite provides a set of tools to help clients identify value-creating ideas and optimize their project portfolios. The key tools include the Enterprise Value Map, ValueLink, MapIt!, PriorIt!, and Portfolio Landscape. The Enterprise Value Map depicts how value is created and can be used to measure performance, identify projects, and develop hypotheses. ValueLink electronically links improvement initiatives to the Value Map. MapIt! and PriorIt! help allocate projects across the Value Map and prioritize based on risk and value. Portfolio Landscape is a comprehensive tool that manages the full portfolio optimization process. The tools help clients focus on the right projects and initiatives to improve performance.
The document discusses the strategic planning and marketing strategies of an organization called EEL. It outlines EEL's mission to develop strategic fits between its objectives, resources, and changing market opportunities. It also discusses EEL's approaches to understanding customers and competitors, maintaining brand loyalty, measuring brand equity, and focusing its marketing strategies on quality, status, convenience and distribution to differentiate itself. Finally, it emphasizes the importance of understanding industry trends, customer needs and buying cycles to better formulate marketing strategy.
Segmenting the Market to Find Areas of OpportunityCompTIA
In a webinar presented by Marty Gilbert, president, Growth Initiatives LLC, and Bob Sherlock, president, Marketwerks, hear about one of the most effective paths to accelerating a company’s revenue growth. Target your sales and marketing efforts to very specific audiences. Insightfully segmenting of the potential market can provide the launching pad for a successful sales plan.
Segmenting the Market to Find Areas of Opportunity
Bpe Survey Presentation
1. The Current State of Business Process Excellence:Preliminary Results focused on the Customer Experience LSS & Process Improvement for Customer Experience Conference March 23, 2010 Reginald W. Goeke, Ph.D. Market Value Solutions 814-234-2486 Reg@MarketValueSolutions.com
2. Market Value Solutions MVS is a consulting group that focuses on the measurement and management of customer value. Different from most consulting firms MVS uses the VOC to quantify your firm’s current value propositions in your targeted markets More than just a research firm Focus on the effective deployment of VOC to drive business results Recognized thought leaders in customer value analysis and management -- authors of : Dominating Markets with Value: Advances in Customer Value Management – (2002) Value-Driven Channel Strategy: An Extension of Lean Thinking (2005) Competing for Customers and Winning with Value (2006) Strategic Six Sigma for Champions (2006) Six Sigma Marketing: From Cutting Costs to Growing Market Share (2009) Listening to the Voice of the Market (2009) Subject matter experts in the area of Customer Value Management for the American Productivity and Quality Center the International Quality and Productivity Center the Institute for the Study of Business Markets the Maryland World Class Manufacturing Consortium 2
3. Companies That Have Deployed Market Value Solutions Strategically & Operationally 3
4. Topics We’ll CoverIn This Session Objectives of the Global BPE Survey Quick overview of how we did it Who participated Key success factors A “Best Practice” model 4
5. Global BPE SurveyObjectives How companies are using the Voice of the Customer (VOC) to identify improvement priorities How companies are measuring the success of their Process Excellence initiatives, and What types of new approaches are working particularly well.
6. Methodology Personalized email invitations IQPC and MVS Links to web-based survey Newsletter invitations Six Sigma and Process Excellence IQ Drawing: 5 tickets to 11th Annual Process Excellence Summit and Awards London in April Executive summary, if requested
7. Survey Participation (1) 835 Responses Representing a variety of BPE Roles Across companies of all sizes
10. Types of BPE Deployments Lean and/or Six Sigma Business Process Management Balanced Scorecard Business Process Re-engineering Total Quality Management Design for Six Sigma Six Sigma Marketing Hoshin Planning 77% 74% 67% 64% 52% 42% 31% 22%
11. Whose “Voice” Determines Improvement Priorities VOB:Voice of the Business – internal business stakeholders such as IT, accounting, and other internal personnel from internal departments, as well as dealers, brokers, and agents VOC:Voice of the externalCustomer, or end user, who buys your products or services VOM:Voice of the Market, which includes not only your current customers, but also the customers who buy your competitor’s products or services
19. 6s – Gen 1 Defect Reduction Mid- ’80s Motorola Customer Satisfaction 19 Defect reduction is a good thing!
20. 6s – Gen 2 Cost cutting Mid -90s GE Internal Focus 20 But are you cutting the right costs?
21. 6s – Gen 3 Shift from emphasis on cost cutting to revenue generation and market share Requires a focus on value creation and delivery Value from the perspective of targeted customer groups Value from the perspective of channels of distribution Requires shifting from an internal focus to an external focus This is the role and expertise of marketing Requires: Modifying the DMAIC process of Six Sigma Adding PROCESS to the traditional 4 Ps of marketing 21
25. Providing best productivity for the moneyValue = Customer Loyalty Market Share Customer Acquisition Customer Value Requires a shift in measurement from Voice of the Customer (VOC) to Voice of the Market (VOM) 22
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27. Voice of the Market Tractors/Hobby Farmers Acquisition Market Share Retention .229 Dealer Service Machine Operation .189 Quality .518 Machine Productivity .149 Trial & Training .147 Value Image .101 Dealer Sales .139 Order & Delivery .074 Machine Reliability .073 .381 Price Critical-to-Quality Factors (CTQs)
28. Competitive Value MatrixHobby Farmers High Outstanding Value Expensive Relationship Competitor 1 Quality Evaluation Competitor 4 Competitor 2 Competitor 3 New Holland Value Performance Gap What’s the basis of the gap? Discount Relationship Poor Value Low High Low Price Evaluation
29. Competitive Performance GapsQuality, CTQs, Price & Image The numbers are mean performance scores (averages) on each of the CTQs and value drivers. They represent the average ratings across the survey questions within each “bucket.” Advantages and disadvantages are defined in terms of statistical tests of significance
30. CTQ Gaps & Their Importance Differences between New Holland and the targeted competitor (Comp 1 = John Deere) Importance weights from the value model CTQ importance times the competitive performance gaps
31. Value Performance Criteria (VPCs) Provide Actionability VPC Importance based on correlations with the CTQ Gaps & Gap Importance calculated as before
32. The Cause & Effect MatrixTargeting Processes: Linking X’s to Y’s These are the VPCs, with Gap Importance highlighted Targeted Processes Individual processes within the repair (service) value stream. Evaluations of the process (X) impact on the on the relevant VPCs (Y). 0 = No impact 3 = Low impact 6 = Medium impact 9 = High impact
34. Six Sigma MarketingThe Value-Strategy-Process Linkage Strategic Focus VALUE Develop Value Model Identify & Prioritize Quality Drivers Competitive Value Matrix Competitive Strengths & Weaknesses Market Value Opportunities STRATEGY Action Programs Budget Business Performance Objectives Product/Market Strategy (Lead, Challenge…) Marketing Mix Objectives (5 Ps) PROCESS Calculate Value Gaps Identify Key Value Stream Cause & Effect Matrix Value Stream Mapping Prioritize Improvement Opportunities Lean or Six Sigma Initiatives 33
35. For More information Executive summary How to compare your company to your industry 34 Oksana Shubchinskaya Senior Conference Director IQPC 535 5th Ave, 8th Floor New York, NY 10017 P: 212-885-2672 Oksana.Shubchinskaya@iqpc.com Genna Weiss Senior Editor, Six Sigma IQ Anchor House 15-19 Britten Street London SW3 3QL +44 (0) 207 368 9822 Genna.Weiss@sixsigmaiq.com www.sixsigmaiq.com Reg Goeke President & Managing Director Market Value Solutions 281 Homan Avenue State College, PA 16801 P: 814-234-2486 Reg@MarketValueSolutions.com www.MarketValueSolutions.com
Editor's Notes
The death spiralDeming said it best:Balke: this might be the time for a little banter. Observations you may have had about companies doing the same thing – focused on cost cutting, but cutting out their capacity to deliver value to customers