Business English Role play - Purchasing
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James Grills is a highly accomplished Purchasing and Materials Manager with over 25 years of experience. He has a proven track record of reducing costs through implementing cost control measures and securing competitive pricing. He is experienced working with government contracts and ensuring compliance with regulations. He has expertise in areas such as supply chain management, negotiations, and strategic planning.
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Laurie A. King is an experienced project manager with a background in manufacturing, quality, sales, and supplier management. She has a proven track record of saving companies money through negotiating worldwide pricing agreements and implementing inventory reduction and supplier quality programs. Her experience includes doubling revenue for a remodeling company, achieving ISO 9001 certification for two facilities in six months, and implementing strategies with electronics suppliers that resulted in initial savings of $6 million for manufacturing sites in several countries. She currently works as a project coordinator responsible for new construction projects, supplier management, and customer service.
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Benjamin Ward has over 3 years of experience as a purchasing agent for Caterpillar Inc., where he was responsible for $45M in annual spending. He facilitated numerous cost reduction projects, obtaining over $4M in savings. As a buyer, he created an online bidding system and negotiated a $1M reduction directly with suppliers. Prior to that, he worked in member services and retail management roles, consistently exceeding sales goals and metrics. He has a Bachelor's degree in Mass Communications and minors in Sociology, and has strong skills in data analytics, project management, contracting, and sourcing strategy.
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Kevyn Price has over 15 years of experience in purchasing and stores management roles. He has a proven track record of improving performance and reducing costs through rationalizing supplier bases and negotiating contracts. He is skilled in procurement, inventory management, and building strong client and supplier relationships. Kevyn strives to empower and develop his team to achieve both company and individual targets.
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C&A is a global fashion retailer with over 1,500 stores in Europe and 1,900 worldwide. The document discusses C&A's supply chain finance program, which aims to lower costs and increase transparency. It oversaw a transformation of C&A's sourcing from 2013-2016, implementing supplier scorecards, cost transparency, and target tracking. This resulted in over 300 million euros in savings over four years, helping offset currency and cost pressures. The program brings finance, sourcing, logistics and other functions together to manage suppliers and costs across the entire supply chain.
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Benchmarking for Natural Gas LDCs
Given the myriad challenges faced by the industry today, natural gas local distribution companies can benefit from assessing business performance through benchmarking to help identify performance gaps and improvement opportunities. ScottMadden has a low-cost approach to providing this information to its clients, as described in our Natural Gas Benchmarking document. The objective of this review is to provide high-level financial and operating comparisons that will help company management identify potential opportunities for improvement.
For more information, please visit www.scottmadden.com.
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The document provides profiles of several candidates for food industry positions. It includes summaries of their qualifications and experiences. The high-level managerial candidates include a Production Manager with experience turning a $5M loss into $21M profit, a Senior Controller who is a Chartered Accountant with experience managing a $140M budget, and a National Sales Manager with over 10 years of successful sales management experience in food manufacturing.
Benjamin C Ward (2)
Benjamin Ward has over 3 years of experience as a purchasing agent for Caterpillar Inc., where he was responsible for $45M in annual spending. He facilitated numerous cost reduction projects, obtaining over $4M in savings. As a buyer, he created an online bidding system and negotiated a $1M reduction directly with suppliers. Prior to that, he worked in member services and retail management roles, consistently exceeding sales goals and metrics. He has a Bachelor's degree in Mass Communications and minors in Sociology, and has strong skills in data analytics, project management, contracting, and sourcing strategy.
CV Buyer 1
Kevyn Price has over 15 years of experience in purchasing and stores management roles. He has a proven track record of improving performance and reducing costs through rationalizing supplier bases and negotiating contracts. He is skilled in procurement, inventory management, and building strong client and supplier relationships. Kevyn strives to empower and develop his team to achieve both company and individual targets.
Brett finlay resume
Brett Finlay has over 20 years of experience in the LP Gas industry in roles involving business development, account management, branch management, and operations management. He is currently a Business Representative for Kleenheat Gas in Queensland, where he is responsible for maintaining sales budgets, developing new business opportunities, and achieving performance targets. Prior to this, he held roles such as Dealer Manager and Branch Manager/Operations Supervisor, where he oversaw dealer site operations, managed staff, and was responsible for daily operations. He aims to build strong customer relationships while pursuing volume and margin growth.
Latest Resume
Abid Hussain Aftab is a senior supply chain and procurement professional with over 24 years of experience. He has a track record of cost savings through strategic sourcing and developing robust procurement processes. Currently he works as an Assistant Manager at Chevron Al Bakri Lubricants Co. in Saudi Arabia where he has delivered savings through supply base rationalization and strategic sourcing. Previously he worked at Johnson Control Manufacturing as Sourcing Manager.
Supplier Development Program - UNDP, Pakistan
The document describes a Supplier Development Program (SDP) run by UNDP Pakistan that aims to strengthen business relationships and competitiveness within supply chains. The SDP is a 10 month program where consultants work with one lead company and up to 10 supplier companies. It involves 6 stages: diagnosis, interaction, implementation plan design, implementation, documentation, and systematization. The goal is to improve supplier performance, increase sales and profits, and build a sustainable model that lead companies can use to develop other suppliers. The program offers training, technical assistance, and subsidies to participating lead and supplier companies.
The InvestMNt 2015 Conference
- The presentation discusses forward-looking statements which are subject to risks and uncertainties that could cause actual results to differ from expectations.
- It provides key facts about the company's history of dividends, awards, customers and financial performance.
- The company's vision is to lead the global cleaning industry in sustainable innovation to empower customers to create a cleaner world.
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Dragon Sourcing was hired to identify new competitive suppliers for wind turbine components in China and India. They identified 160 initial suppliers, narrowed it down to 12 who responded to the RFI/RFQ. Suppliers were evaluated on various criteria and 7 suppliers in China and India were recommended for auditing based on their scores and ability to deliver savings of 15% or more. The project was completed on time over a 3 month period through various stages including demand analysis, supplier screening, supplier evaluation.
Strategic Sourcing Case Study – Wind Turbine Industry
Here is a case study on strategic sourcing of a wind turbine industry in China and India. To know more about China and India sourcing visit: http://www.dragonsourcing.com/india-sourcing/
Strategic Sourcing Case Study – Wind Turbine Industry
Dragon Sourcing was hired to identify new competitive suppliers in China and India for wind turbine components that could reduce costs by 15-20% compared to current suppliers. They analyzed 160 initial suppliers, sent RFIs to 24, and received responses from 9. Suppliers were evaluated on various criteria and 7 were recommended for on-site audits based on their scores and ability to reduce annual spending. The project was completed on schedule over a 3 month period and identified cost savings opportunities with suppliers in both China and India.
Addressing Quality Performance Across Supply Partners 2012
This document discusses addressing quality performance issues across EDF Energy and its supply chain. It outlines six principles adopted, including ensuring safety and quality through relationships and culture. Goals are outlined to raise the quality profile and "get it right first time, every time" through behaviors, tools, oversight, and business support mechanisms. Primary causes of quality failures from 2009-2011 are identified. An approach is defined to standardize quality management across organizations. Results show a 60% reduction in significant quality events from 2009-2011 through collaboration and best practices.
TOG 20140609 Oppday
This document contains a presentation by the Management Team of Thai Optical Group Public Company Limited. It discusses the company's mission, strategy, financial results for 2013 and Q1 2014, forecasts for 2014, and plans for improvements. Key points include forecasting 5-7% annual growth from existing products and businesses, new product launches, productivity improvements targeting cost reductions, and balancing efficiency and growth. Financial highlights for 2013 and Q1 2014 show increases in various metrics like EBITDA, gross profit margin, and net profit margin. The presentation focuses on efficient use of resources, efficient accounts management, and balancing efficiency with growth.
2019_cib_investor_day_ba56d0e8 (1).pdf
The document is an agenda and presentation slides from JPMorgan Chase's 2019 Investor Day. Some key points:
- JPMorgan Chase delivered strong financial results in 2018 with record revenues and income. Expenses increased due to higher revenues and additional investments.
- The Corporate & Investment Bank gained market share faster than peers across many businesses and geographies, strengthening its global leadership positions.
- The Equities business has steadily increased market share in key products like Cash Equities and Prime Finance through investments in execution capabilities.
- Electronification has increased demand for sophisticated execution tools to reduce costs, and JPMorgan is investing in technology like Algo Central to meet evolving client needs.
Cvm Dqg Final1
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.
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Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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- 1. N E W P U R C H A S I N G P O L I C Y O F L C M O R G A N I Z E R E D D Y M U R R A Y A T T E N D A N T D A V I D B U R K BUSINESS ENGLISH ROLE PLAY - 19/06/2020
- 2. T U R N O V E R R E P O R T - k€ 200 k€ 400 k€ 600 k€ 800 k€ 1 000 k€ 1 200 k€ 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Turnover Year
- 3. A C H I E V E M E N T S The company’s turnover has doubled over 10 years 01 Quality of the service and the product is constantly improving 02 The acquisition cost is under control and lower than before 03
- 4. D E V E L O P M E N T O B J E C T I V E S IMPROVEMENT IN SUPPLIER QUALITY IMPROVEMENT IN SERVICE FLEXIBILITY FROM SUPPLIERS COST REDUCTION
- 5. C R I T E R I A T O C H O O S E A S U P P L I E R Factors Weight Supplier A Supplier B Product quality 8 8 9 Technical Assistance 7 5 7 Costs 5 9 5 Credit Terms 2 8 4
- 6. 75.40% 77.00% 78.30% 78.40% 98% A B C D Service Rate last year Target Quality S U P P L I E R S A N A L Y S I S
- 7. S U G G E S T E D S T R AT E G I E S • an integrated approach between manufacturing and purchasing and supply management. • an improvement in materials flows • a collaborative approach with suppliers
- 8. F U T U R E P R O J E C T • Short terms Review our supplier list. Work with under target suppliers. • Long term An integrated approach between production, purchasing and supply management
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