The document provides an overview of REM Associates, a management consulting firm that focuses on business operations strategy and re-engineering. REM Associates has over 60 experienced professionals who provide consulting services across various functional areas to help clients increase profitability. The document outlines REM Associates' approach, which includes assessing a client's operations, understanding their key issues and concerns, and developing a path forward.
Webinar Slides - Accredited Qualification in Supplier Relationship ManagementLinkedIn_group_moderator
The document summarizes a webinar on an accredited qualification program in supplier relationship management (SRM) certification. The webinar agenda includes an introduction to SRM, the need for good SRM, and an overview of the SRM certification program. The presentation discusses how troubled supplier relationships can lead to disappointing outcomes and the scale of potential loss or gain from improving relationships. It also outlines what SRM involves, the reasons for SRM certification now, how the SRM curriculum is structured, and the 28 competencies covered in the certification.
RGP's annual survey asks supply chain executives about their priorities. In 2013, executives noted that cost containment remained the highest priority and many are focusing on transforming their supply chain organization to be more strategic. The webcast will review the 2013 survey results and discuss what priorities were revealed this year. Jon Wesoky and David Matthews will discuss organizational challenges, sourcing, technology, compliance and corporate responsibility based on the survey. Participants can receive 1 CPE by registering for the complimentary webcast held on March 21st, 2013.
This document summarizes the services provided by SR A Benefits. SR A helps companies manage their growing employee benefit costs and complex regulatory requirements. They take a strategic approach to benefits, analyzing plans, finding best markets, and optimizing long-term results to reduce costs while retaining employees. SR A offers high-touch personal service, from benefits design to employee communication. Their goal is to increase employer retention, decrease costs, and help clients make effective benefits decisions through measurable results and actionable data.
Bcp Dr Grant Thornton Llp(Danny Miller) VfinalDanny Miller
In light of the hurricane coming up the east coast of the U.S., Grant Thornton has a holistic approach to business continuity and disaster preparedness.
The 2011 SMB Collaboration and Communications Study examined trends, opportunities, challenges, and perceptions around collaboration among small and medium businesses. Key findings include:
- Companies that reward team achievements over individual contributions were more likely to forecast revenue growth.
- Adoption and satisfaction with collaboration tools increased with company size. Integrated collaboration suites were most popular among medium businesses.
- Top challenges for both small and medium businesses were attracting new customers, growing revenue, and maintaining profitability.
12 2011 highlights 2011 smb collaboration studySMB Group
The 2011 SMB Collaboration and Communications Study surveyed more than 800 SMBs (small business is 1-99 employees; medium business is 100-999 employees) to find out how they collaborate, what tools they use and what their appetite is for integrated collaboration suites.
SAP’s Approach to Sourcing and Procurement Strategies in Today’s EconomyJon Hansen
SAP's procurement solutions help companies address challenges in today's economy by delivering efficient source-to-pay processes to reduce costs. SAP provides options for on-premise, hosted, and on-demand deployment to support procurement goals. Benchmarking shows SAP solutions can increase managed spend and savings by hundreds of percent. SAP aims to drive rapid time to value through flexible deployment and easy to use best practice processes.
1) CPR is performed to move blood to the heart and brain through chest compressions and provide oxygen through rescue breaths when someone suffers cardiac arrest or their heart stops beating.
2) CPR procedures vary based on the age of the victim, being either adult, child, or infant. It involves checking for responsiveness, calling for emergency help, providing chest compressions and rescue breaths in a repeated cycle until emergency services arrive or the victim shows signs of life.
3) For a choking victim, back blows are used for adults and children while chest compressions are used for infants to dislodge any blockages in the airway. CPR is started if the person becomes unresponsive during choking treatment.
Webinar Slides - Accredited Qualification in Supplier Relationship ManagementLinkedIn_group_moderator
The document summarizes a webinar on an accredited qualification program in supplier relationship management (SRM) certification. The webinar agenda includes an introduction to SRM, the need for good SRM, and an overview of the SRM certification program. The presentation discusses how troubled supplier relationships can lead to disappointing outcomes and the scale of potential loss or gain from improving relationships. It also outlines what SRM involves, the reasons for SRM certification now, how the SRM curriculum is structured, and the 28 competencies covered in the certification.
RGP's annual survey asks supply chain executives about their priorities. In 2013, executives noted that cost containment remained the highest priority and many are focusing on transforming their supply chain organization to be more strategic. The webcast will review the 2013 survey results and discuss what priorities were revealed this year. Jon Wesoky and David Matthews will discuss organizational challenges, sourcing, technology, compliance and corporate responsibility based on the survey. Participants can receive 1 CPE by registering for the complimentary webcast held on March 21st, 2013.
This document summarizes the services provided by SR A Benefits. SR A helps companies manage their growing employee benefit costs and complex regulatory requirements. They take a strategic approach to benefits, analyzing plans, finding best markets, and optimizing long-term results to reduce costs while retaining employees. SR A offers high-touch personal service, from benefits design to employee communication. Their goal is to increase employer retention, decrease costs, and help clients make effective benefits decisions through measurable results and actionable data.
Bcp Dr Grant Thornton Llp(Danny Miller) VfinalDanny Miller
In light of the hurricane coming up the east coast of the U.S., Grant Thornton has a holistic approach to business continuity and disaster preparedness.
The 2011 SMB Collaboration and Communications Study examined trends, opportunities, challenges, and perceptions around collaboration among small and medium businesses. Key findings include:
- Companies that reward team achievements over individual contributions were more likely to forecast revenue growth.
- Adoption and satisfaction with collaboration tools increased with company size. Integrated collaboration suites were most popular among medium businesses.
- Top challenges for both small and medium businesses were attracting new customers, growing revenue, and maintaining profitability.
12 2011 highlights 2011 smb collaboration studySMB Group
The 2011 SMB Collaboration and Communications Study surveyed more than 800 SMBs (small business is 1-99 employees; medium business is 100-999 employees) to find out how they collaborate, what tools they use and what their appetite is for integrated collaboration suites.
SAP’s Approach to Sourcing and Procurement Strategies in Today’s EconomyJon Hansen
SAP's procurement solutions help companies address challenges in today's economy by delivering efficient source-to-pay processes to reduce costs. SAP provides options for on-premise, hosted, and on-demand deployment to support procurement goals. Benchmarking shows SAP solutions can increase managed spend and savings by hundreds of percent. SAP aims to drive rapid time to value through flexible deployment and easy to use best practice processes.
1) CPR is performed to move blood to the heart and brain through chest compressions and provide oxygen through rescue breaths when someone suffers cardiac arrest or their heart stops beating.
2) CPR procedures vary based on the age of the victim, being either adult, child, or infant. It involves checking for responsiveness, calling for emergency help, providing chest compressions and rescue breaths in a repeated cycle until emergency services arrive or the victim shows signs of life.
3) For a choking victim, back blows are used for adults and children while chest compressions are used for infants to dislodge any blockages in the airway. CPR is started if the person becomes unresponsive during choking treatment.
Bpr business process reengineering ppt excellentSwaraj
BPR seeks to fundamentally rethink and redesign business processes to achieve dramatic improvements in key areas like cost, quality, and speed. It differs from process simplification or continuous improvement in aiming for radical rather than incremental change. Successful BPR requires selecting the right process, appointing a team to lead the effort, understanding the current process, developing a vision for improvement, creating an action plan, and executing that plan while overcoming common challenges.
Business process re-engineering (BPR) involves rethinking and redesigning organizational processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It assumes current processes are irrelevant and should be replaced. BPR follows a three-phased approach of planning, redesign, and implementation. The goals are radical change, dramatic outcomes, and replacing or transforming overall processes. Advantages include satisfaction and growth, while risks include resistance to change. Common benefits are enterprise integration, fewer steps and rules, and reduced inspections. Critiques argue BPR focuses too much on efficiency over people.
Business Process Re-engineering (BPR): Role of ITAbhinav Johnson
IT plays three key roles in business process reengineering (BPR):
1. As an enabler before the process is designed, by providing insights into existing conditions and capabilities to help define strategies and visions.
2. As a facilitator during process design, through tools that help analyze current processes, model new designs, and improve collaboration.
3. As an implementer after the design is complete, to automate new processes and introduce digital technologies that support the redesigned processes.
The document discusses Business Process Reengineering (BPR) at HDFC Bank. It provides an overview of HDFC Bank, describing its services, operating systems, customer classifications, and the CRM system. The CRM system helps manage customer relationships and monitor sales. It streamlines processes like loan applications and allows faster fulfillment of requests like setting up a fixed deposit. BPR through the CRM system has helped HDFC Bank improve turnaround times and better manage its large customer portfolio.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, service and speed. It focuses on how work is done, moving away from functional silos to a process view that cuts across organizational boundaries. BPR aims for breakthrough goals through fundamental changes that question existing structures and procedures, taking nothing for granted. Key steps in BPR include selecting processes for reengineering, understanding the current process, developing a vision for an improved process, identifying an action plan, and executing the plan. Common challenges include not making changes radical enough, over-reliance on the existing process, and failure to gain organizational commitment.
Business process reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical areas like cost, quality, service, and speed. It focuses on redesigning processes, not functions, departments, or tasks. Reengineering is necessary during times of high competition and demand when organizations need to be more efficient and flexible. It allows companies to eliminate unnecessary work and become more customer-focused. Examples of successful reengineering include reducing order delivery times by 40% and doubling profits by eliminating $200 million in inventory. Reengineering has also helped Indian organizations improve processes like customer ordering, manufacturing, and marketing to better meet customer needs.
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. The key is to focus on processes, not tasks or jobs. It outlines the 5 main activities of BPR: 1) Prepare for reengineering 2) Map and analyze the existing ("as-is") process 3) Design the new ("to-be") process 4) Implement the new process and 5) Continuously improve the process. It provides an example of how BPR was used to dramatically improve an insurance application approval process.
Business process reengineering (BPR) seeks dramatic improvements in critical performance measures like cost, quality, service and speed through fundamentally rethinking and redesigning business processes. It requires taking a clean-sheet approach to processes rather than assuming current processes are optimal. Key steps involve selecting processes for reengineering, appointing cross-functional teams, understanding the current "as-is" process, developing and communicating a vision for an improved "to-be" process, identifying an action plan, and executing the plan through process simplification and standardization while removing non-value adding activities. Common challenges include processes being too broadly or narrowly defined, over-reliance on existing processes, and failure to align BPR with business objectives.
The document provides an overview of the supply chain strategic planning process used by REM Associates. It discusses how REM assesses clients' operations and issues, develops a path forward to address client needs, and plans the supply chain strategy. The strategic planning process examines factors like customer service goals, inventory investment and deployment strategies, and balancing objectives to determine the optimal mix of cost and service.
REM Associates is a management consulting firm that provides procurement and purchasing consulting services. It has over four dozen experienced consultants with backgrounds in various business functions and industries. REM Associates works with clients to assess their procurement and purchasing operations, evaluate processes, develop strategies and plans for improvement, and assist with implementing recommendations. The document provides an overview of REM Associates' services and experience working with a range of industrial, consumer product, and other clients on procurement and purchasing engagements.
BlinkLane Consulting is an organization that focuses on improving IT capabilities to enhance business performance. They help clients organize IT excellence and enable strategic sourcing by taking a phased approach consisting of strategy & scoping, selection, contracting, transfer, developing sourcing capabilities, and monitoring. Their goal is to define sourcing drivers, select optimal sourcing scenarios, and improve clients' internal sourcing management and capabilities to ensure outsourcing success.
UHY Advisors provides quality and process improvement consulting services to help clients implement business and quality management systems. Their services include quality management system implementation, environmental management system implementation, process improvement workshops, and special engagements focused on areas like manufacturing optimization, root cause analysis, and lean manufacturing. UHY Advisors has helped over 220 clients achieve their process improvement goals.
The document discusses performance management and presents case studies on achieving performance improvement. It defines performance management and its use in commercial businesses and the public sector. Case studies are presented on a lube oil company, home health organization, draft company, and armed forces that demonstrate challenges each faced and how they used performance management to address these challenges. Major lessons from the case studies include linking activity-based management to performance management and addressing fears about activity "costing".
Helping companies drive their business forward. By learning the details of your IT needs and goals, we can construct affordable tech solutions that accelerate and optimize performance, minimize costs, and create real value.
Laird Enterprises is a boutique advisory firm that provides strategic planning, leadership training, and operational improvement services to small and mid-sized businesses. It helps clients enhance performance and increase shareholder value. The firm's team of advisors have over 80 years of combined experience in business ownership, operations, and consulting. Laird Enterprises offers services in management consulting, executive training, strategic planning, best practices identification, performance metrics, and M&A preparation and integration to help clients strengthen their businesses.
Development of business strategies and business models for associationsajcortese
In order to fulfill their founding missions, several Associations observed a growing pressure on increasing their financial and business performance, with the objective of maximizing the generation of resources to be re-invested into relevant and valuable benefits, products and services for their stakeholders.
Associations, and their executives, are today called to a higher level of challenge in outlining effective strategies, drafting effective business plans and defining systems to monitor the efficiency of their organization.
This presentation talks about how to scale up the local CA practice to global standards. Technology, Knowledge and experience are with us, lets use them well so that we can go Global and achieve a better sense of professional satisfaction.
REM Associates is a consulting firm that helps businesses improve operations across key functions like production, inventory, distribution, and customer service. They have experience serving clients in industries like consumer products, manufacturing, and retail. Their services include evaluating business processes to reduce costs and improve productivity, analyzing supply chains and manufacturing planning, and developing quality assurance and customer service programs. At the conclusion of projects, REM Associates provides reports identifying opportunities for operational and financial improvements. Their goal is to help management strengthen business performance and competitiveness through strategic operational enhancements.
Biz Performance is an IT consulting firm focused on business performance and business intelligence. It utilizes a unique resourcing model using highly motivated freelance providers to staff client projects. Biz Performance invests in collaborative systems to ensure transparency between clients, suppliers, and providers. The management team has decades of experience successfully delivering major IT projects. Biz Performance guarantees success for its clients' projects.
The document outlines an approach for developing an e-services strategic plan. It begins with defining essential questions around understanding enterprise change requirements and integrating e-services to deliver strategic intent. It then discusses frameworks for understanding the enterprise and drawing models of performance, function, information and technology. Finally, it addresses facilitating the formulation of a strategic plan that defines alignment of baseline information and change requirements.
Bpr business process reengineering ppt excellentSwaraj
BPR seeks to fundamentally rethink and redesign business processes to achieve dramatic improvements in key areas like cost, quality, and speed. It differs from process simplification or continuous improvement in aiming for radical rather than incremental change. Successful BPR requires selecting the right process, appointing a team to lead the effort, understanding the current process, developing a vision for improvement, creating an action plan, and executing that plan while overcoming common challenges.
Business process re-engineering (BPR) involves rethinking and redesigning organizational processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It assumes current processes are irrelevant and should be replaced. BPR follows a three-phased approach of planning, redesign, and implementation. The goals are radical change, dramatic outcomes, and replacing or transforming overall processes. Advantages include satisfaction and growth, while risks include resistance to change. Common benefits are enterprise integration, fewer steps and rules, and reduced inspections. Critiques argue BPR focuses too much on efficiency over people.
Business Process Re-engineering (BPR): Role of ITAbhinav Johnson
IT plays three key roles in business process reengineering (BPR):
1. As an enabler before the process is designed, by providing insights into existing conditions and capabilities to help define strategies and visions.
2. As a facilitator during process design, through tools that help analyze current processes, model new designs, and improve collaboration.
3. As an implementer after the design is complete, to automate new processes and introduce digital technologies that support the redesigned processes.
The document discusses Business Process Reengineering (BPR) at HDFC Bank. It provides an overview of HDFC Bank, describing its services, operating systems, customer classifications, and the CRM system. The CRM system helps manage customer relationships and monitor sales. It streamlines processes like loan applications and allows faster fulfillment of requests like setting up a fixed deposit. BPR through the CRM system has helped HDFC Bank improve turnaround times and better manage its large customer portfolio.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, service and speed. It focuses on how work is done, moving away from functional silos to a process view that cuts across organizational boundaries. BPR aims for breakthrough goals through fundamental changes that question existing structures and procedures, taking nothing for granted. Key steps in BPR include selecting processes for reengineering, understanding the current process, developing a vision for an improved process, identifying an action plan, and executing the plan. Common challenges include not making changes radical enough, over-reliance on the existing process, and failure to gain organizational commitment.
Business process reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical areas like cost, quality, service, and speed. It focuses on redesigning processes, not functions, departments, or tasks. Reengineering is necessary during times of high competition and demand when organizations need to be more efficient and flexible. It allows companies to eliminate unnecessary work and become more customer-focused. Examples of successful reengineering include reducing order delivery times by 40% and doubling profits by eliminating $200 million in inventory. Reengineering has also helped Indian organizations improve processes like customer ordering, manufacturing, and marketing to better meet customer needs.
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. The key is to focus on processes, not tasks or jobs. It outlines the 5 main activities of BPR: 1) Prepare for reengineering 2) Map and analyze the existing ("as-is") process 3) Design the new ("to-be") process 4) Implement the new process and 5) Continuously improve the process. It provides an example of how BPR was used to dramatically improve an insurance application approval process.
Business process reengineering (BPR) seeks dramatic improvements in critical performance measures like cost, quality, service and speed through fundamentally rethinking and redesigning business processes. It requires taking a clean-sheet approach to processes rather than assuming current processes are optimal. Key steps involve selecting processes for reengineering, appointing cross-functional teams, understanding the current "as-is" process, developing and communicating a vision for an improved "to-be" process, identifying an action plan, and executing the plan through process simplification and standardization while removing non-value adding activities. Common challenges include processes being too broadly or narrowly defined, over-reliance on existing processes, and failure to align BPR with business objectives.
The document provides an overview of the supply chain strategic planning process used by REM Associates. It discusses how REM assesses clients' operations and issues, develops a path forward to address client needs, and plans the supply chain strategy. The strategic planning process examines factors like customer service goals, inventory investment and deployment strategies, and balancing objectives to determine the optimal mix of cost and service.
REM Associates is a management consulting firm that provides procurement and purchasing consulting services. It has over four dozen experienced consultants with backgrounds in various business functions and industries. REM Associates works with clients to assess their procurement and purchasing operations, evaluate processes, develop strategies and plans for improvement, and assist with implementing recommendations. The document provides an overview of REM Associates' services and experience working with a range of industrial, consumer product, and other clients on procurement and purchasing engagements.
BlinkLane Consulting is an organization that focuses on improving IT capabilities to enhance business performance. They help clients organize IT excellence and enable strategic sourcing by taking a phased approach consisting of strategy & scoping, selection, contracting, transfer, developing sourcing capabilities, and monitoring. Their goal is to define sourcing drivers, select optimal sourcing scenarios, and improve clients' internal sourcing management and capabilities to ensure outsourcing success.
UHY Advisors provides quality and process improvement consulting services to help clients implement business and quality management systems. Their services include quality management system implementation, environmental management system implementation, process improvement workshops, and special engagements focused on areas like manufacturing optimization, root cause analysis, and lean manufacturing. UHY Advisors has helped over 220 clients achieve their process improvement goals.
The document discusses performance management and presents case studies on achieving performance improvement. It defines performance management and its use in commercial businesses and the public sector. Case studies are presented on a lube oil company, home health organization, draft company, and armed forces that demonstrate challenges each faced and how they used performance management to address these challenges. Major lessons from the case studies include linking activity-based management to performance management and addressing fears about activity "costing".
Helping companies drive their business forward. By learning the details of your IT needs and goals, we can construct affordable tech solutions that accelerate and optimize performance, minimize costs, and create real value.
Laird Enterprises is a boutique advisory firm that provides strategic planning, leadership training, and operational improvement services to small and mid-sized businesses. It helps clients enhance performance and increase shareholder value. The firm's team of advisors have over 80 years of combined experience in business ownership, operations, and consulting. Laird Enterprises offers services in management consulting, executive training, strategic planning, best practices identification, performance metrics, and M&A preparation and integration to help clients strengthen their businesses.
Development of business strategies and business models for associationsajcortese
In order to fulfill their founding missions, several Associations observed a growing pressure on increasing their financial and business performance, with the objective of maximizing the generation of resources to be re-invested into relevant and valuable benefits, products and services for their stakeholders.
Associations, and their executives, are today called to a higher level of challenge in outlining effective strategies, drafting effective business plans and defining systems to monitor the efficiency of their organization.
This presentation talks about how to scale up the local CA practice to global standards. Technology, Knowledge and experience are with us, lets use them well so that we can go Global and achieve a better sense of professional satisfaction.
REM Associates is a consulting firm that helps businesses improve operations across key functions like production, inventory, distribution, and customer service. They have experience serving clients in industries like consumer products, manufacturing, and retail. Their services include evaluating business processes to reduce costs and improve productivity, analyzing supply chains and manufacturing planning, and developing quality assurance and customer service programs. At the conclusion of projects, REM Associates provides reports identifying opportunities for operational and financial improvements. Their goal is to help management strengthen business performance and competitiveness through strategic operational enhancements.
Biz Performance is an IT consulting firm focused on business performance and business intelligence. It utilizes a unique resourcing model using highly motivated freelance providers to staff client projects. Biz Performance invests in collaborative systems to ensure transparency between clients, suppliers, and providers. The management team has decades of experience successfully delivering major IT projects. Biz Performance guarantees success for its clients' projects.
The document outlines an approach for developing an e-services strategic plan. It begins with defining essential questions around understanding enterprise change requirements and integrating e-services to deliver strategic intent. It then discusses frameworks for understanding the enterprise and drawing models of performance, function, information and technology. Finally, it addresses facilitating the formulation of a strategic plan that defines alignment of baseline information and change requirements.
This document provides a summary of an executive's experience including:
- Building new teams and implementing processes to improve operations and reduce costs at several companies.
- Turning around underperforming teams and addressing revenue backlogs.
- Providing financial and administrative leadership while managing remote global teams.
- Negotiating contracts and leases to reduce expenses and improve margins.
Tips For Successful Consultant CollaborationJerry Vieira
The document discusses tips for successful consultant collaborations. It outlines several benefits of collaboration such as referrals, subcontracting, spreading overhead costs, learning best practices, and jointly penetrating new accounts. Specific tips are provided for referrals, subcontracting, choosing affiliates based on integrity, competence, trust, and complementary capabilities. Overall, the document advocates for consultant collaboration as a way to help businesses, provide financial benefits, and achieve better results through an atmosphere of honesty and mutual trust between affiliates.
20090901 London Enterprise Session V3 ColourRogerBurlton
The document provides an overview of business process architecture and why it is important. It defines a business process architecture as a set of models and documents that describe an organization's business processes, their relationships, and how they align with strategic goals. The document discusses modeling enterprise processes, defining performance measures, establishing process governance, and aligning capabilities. It emphasizes that a business process architecture helps ensure enterprise processes support strategic intent and stakeholders.
The document provides information on eTeam Company, an international consulting firm focused on information management services. It summarizes their service offerings such as assessments, implementations, and program development for areas like business intelligence, data governance, customer data integration, and information quality. It provides examples of their work with clients in various industries and highlights their strengths in industry knowledge, software agnostic solutions, project resources, and flexibility.
The document discusses tripleA, a consulting firm that helps information providers optimize their use of global sourcing. They understand publishers' businesses and needs. tripleA examines clients' operations for inefficiencies and evaluates cost savings from outsourcing parts of content production. They advise on strategic sourcing assessments, vendor selection, implementing shared service centers, and governance for long-term partnerships. tripleA aims to partner with clients through the full outsourcing process.
Collaborative Consulting provides software performance engineering services to help clients ensure system scalability, stability, and quality. Their services include advisory services to assess performance engineering maturity, application readiness assessments to evaluate performance risks, production performance rescues to quickly restore functionality during issues, and application performance management to proactively monitor systems. Collaborative uses a proprietary performance engineering methodology applied throughout the software development lifecycle. They have experience across industries including healthcare, financial services, and retail.
Description of how the balanced scorecard can be used for small businesses on the run, using one page business plan, by Warren Rutherford, Owner, The Executive Suite.
1. Business Operations
Strategy and Re-engineering
Keys to Increased Business
Profitability
A Profile of REM Associates of Princeton, Inc.
Resources and Capabilities
ASSOCIATES
MANAGEMENT CONSULTANTS
20 NASSAU STREET, SUITE 244
PRINCETON, NEW JERSEY 08542
2. REM Associates Profile
Our business operations strategy and re-engineering profile includes . . . .
n Business Operations Strategy and Re-engineering
n Profile of REM Associates
n The REM Associates Network
n Functional Areas of Consulting
n Client Industry Profile
n Partial Listing of Clients
n REM Associates Relevant Experience
n Our Approach to Clients:
– Assessment
– Issues and Concerns
– Path Forward
n Overview of The Business Operations Strategic Planning Process.
Copyright ® REM Associates Page 2
3. Business Operations Strategy
and Re-engineering
Today’s business management faces increasingly complex challenges
from a variety of sources, including . . . .
n Business technology issues
n Political, regulatory, and external controls
n Sociological and cultural change
n Investment community emphasis on “real ” earnings and growth.
In addition, increasing business pressures require management focus,
decision making, and action plans directed at . . . .
n Intensified product, service, and market competition
n Innovative pricing strategies
n A constantly changing government regulatory environment
n Greater emphasis on operational and working capital cost reduction
Increasing the need for managing a company with in-depth
understanding, improved knowledge, and skills not previously required in
business management.
Copyright ® REM Associates Page 3
4. Business Operations Strategy
and Re-engineering
Recent assignments found that inefficiencies in business operations waste
as much as 25% of an organization’s operating costs. With profit margins
of 3 to 4%, even a 5% reduction in waste can double a company’s
profitability. Key drivers of this value creation include . . . .
n Revenue - capacity utilization, product speed to market, stock-outs, and
service to customers
n Expenses - inventory carrying costs, production and distribution costs,
transportation costs, logistics productivity, outsourcing, and asset utilization
n Capital Utilization - working capital (inventory turns, order cycle time) and
fixed assets (plants/DC locations, fleet utilization, strategic outsourcing)
By lowering costs and increasing asset utilization, business operations can
free up cash.
Copyright ® REM Associates Page 4
5. Business Operations Strategy
and Re-engineering
Business strategy deals with planning the intermediate and longer-term
direction of the business, including . . . .
n Business mission
n Key strategic thrusts
n Business goals and objectives
n Action plans aimed at strategy implementation.
Business re-engineering is directed at assessing and improving policies,
procedures, and practices to improve costs, customer service, and business
effectiveness, including . . . .
n Operations and process assessments
n Data and information flows and linkages
n Policies, procedures, and practices completeness, consistency, and
effectiveness
n Organization structure and responsibilities – ownership.
Copyright ® REM Associates Page 5
6. Profile of REM Associates
REM Associates, started in 1984, is now in its eighteenth year serving
business clients . . . .
n Advice and counsel in “Business Operations”
n Consumer and industrial companies as well as governmental organizations
n Strategic, tactical, and contingency planning
n Operations evaluations directed at improvements:
– Profit improvement
– Facility operations analysis and planning
– Cost reduction and productivity improvement
– ABC inventory costing and evaluation
– Functional outsourcing
– Customer service
– Organization structure and performance.
Copyright ® REM Associates Page 6
7. Profile of REM Associates
REM Associates represents a network of over sixty experienced
professionals worldwide . . . .
n Senior experienced business personnel
n Most with over 25 years of experience
n Careers in both consulting and business operations
n Variety of business disciplines
n Broad range of industry backgrounds
n Strong inter-personal skills
n Commitment to positive results
n Support from analysis through implementation.
Copyright ® REM Associates Page 7
8. The REM Associates Network
REM Associates Network represents key business operations organizations
and companies. A partial list includes . . . .
Bernard J.
Bernard J.
La Londe - - Joseph
Joseph
Stockbridge
Stockbridge La Londe
Ohio State Andraski
Andraski
Associates
Associates Ohio State
University Group
Group
University
Princeton
Princeton REM Associates
REM Associates CGR
CGR
Computer
Computer Network
Network Associates
Associates
Consulting
Consulting
Miami University
Miami Gross Princeton
Princeton
University Gross Of
University & University
University
of Ohio & Pennsylvania
of Ohio Associates
Associates
Copyright ® REM Associates Page 8
9. The REM Associates Network
REM Associates provides virtually turn-key management . . . .
Setting
Setting
Policies, Goals and
Goals and Operations
Policies, Operations
Procedures,
Procedures, Objectives
Objectives Assessment
Assessment
and Practices
and Practices
Organization Activity
Activity
Organization Strategy
And Planning Through Based
Based
And Costing
Staffing
Staffing Implementation Costing
Distribution
Distribution
Project
Project Inventory Network
Inventory Network
Management
Management Strategy
Strategy Design
Design
Copyright ® REM Associates Page 9
10. Functional Areas of Consulting
REM Associates represents a broad range of business operations skills
and backgrounds . . . .
Resource
Resource
Utilization
Utilization Organizational
Organizational
Operations
Operations Staffing
Staffing
Management
Management
Strategic
Strategic Forecasting
Forecasting
Quality
Quality and Tactical
and Tactical And Product
And Product
Assurance
Assurance Planning
Planning Marketing
Marketing
Financial
Financial Outsourcing
Outsourcing
Analysis and
Analysis and and
and
Evaluation
Evaluation Alliances
Alliances
Information
Information
Systems
Systems
Copyright ® REM Associates Page 10
11. Functional Areas of Consulting
Specifically, within business operations and related functions, we are
experienced in . . . .
Business Operations Management
Sourcing and Purchasing
Forecasting and Sales Planning
Production and Inventory Management
Warehousing & Distribution Operations
Facilities and Network Design
Transportation Operations and Management
Customer Service and Order Processing and Related Systems
Copyright ® REM Associates Page 11
12. Functional Areas of Consulting
We have worked for a number of manufacturers, distributors and
distributor organizations. Our work has included . . . .
n Assessment, evaluation, and planning of business operations functions
n Evaluation of supply/demand chain functions, linkages, and structure
n Assessment of forecasting, demand planning, and inventory manage ment
n Development and positioning of organizational structures to support business
operations functions and processes
n Diagnosis and evaluation of functions and personnel
n Development and specifications of operating systems requirements
n Development of effective performance measurements and benchmarking
n Assistance in implementation of recommendations and changes in operations
directed at cost effective improvements.
Copyright ® REM Associates Page 12
13. Client Industry Profile
REM Associates has worked with manufacturers, wholesalers, and
distributors representing a wide variety of industries . . . .
Consumer Products
Consumer Products Industrial Products
Industrial Products
n Food n Chemical Products
n Retailing n Clay Products
n Mining
n Wholesaling
n Precious Metals
n Pharmaceutical
n Electronics
n Paper
n Newspaper
Manufacturing
Manufacturing
n Tobacco
n Wines, Spirits, and
Service and
Service and
Beverages Industry Associations
Industry Associations
Copyright ® REM Associates Page 13
14. Client Industry Profile
In addition, our work and business relationships have been international
in scope, including government clients and agencies such as . . . .
Our international exposure has included countries such as . . . .
n United Kingdom n Indonesia n Mexico
n India n Russia n Argentina
n Pakistan n China n Panama
n South Africa n Taiwan n Costa Rica
n Malaysia n Philippines n Etc.
Our state, city, public, and local government work has included . . . .
n The State of North Carolina n The City of New York
n The State of Michigan n The University of Missouri
n The County of Los Angeles n Princeton University.
Copyright ® REM Associates Page 14
15. Partial Listing of Clients
A partial listing of our clients for whom we have worked in the past
include . . . . n Honeywell Corporation
n American Stores Corporation n John Morrell and Company
n Anheuser-
Anheuser-Busch companies, Inc. n Kimberly-
Kimberly-Clark Corporation
n Avon Products Company n Kraft Foods Corporation
n Bankers Trust Company n Land O’ Lakes Incorporated
O’
n Becton Dickinson & Company n Lea & Perrins Company
n Ben & Jerry’s
Jerry’ n Leiner Health Products
n Borden Company n Merrill Lynch & Company
n Bristol-
Bristol-Myers Squibb Corporation n Milton Hershey School
n Engelhard Corporation n Nabisco Brands Incorporated
n G A F Corporation n Pepsi-
Pepsi-Cola Incorporated
n General Electric Company n Philip Morris Company
n General Mills Company n Princeton University
n GlaxoSmithKline plc n R. C. Bigelow Tea Company
n Gulf & Western Corporation n Sears Roebuck & Company
n Hermes of Paris n Southland Corporation
n Hewlett-
Hewlett-Packard Company n USA Today
n Hoechst Celanese Corporation n University of Missouri
n Home Base Companies n Warner-
Warner-Lambert Company
n John Hancock Life Insurance Co. n W R Grace & Company
Copyright ® REM Associates Page 15
16. REM Associates Relevant Experience
The scope of our engagements range from single to multiple functions
beginning with assessment and planning through implementation . . . .
n Assessment of existing functions, processes, facilities, and operations aimed at
costs and productivity improvements
n Analysis and evaluation of functions, organization and structure, linkages, and
positioning of supply/demand chain activities to support business goals
n Assessment and evaluation of forecasting , sales planning, and inventory
management to support distribution costs and required levels of service
n Evaluation of customer service functions and activities to determine effective
levels of service based on demand, cost, and business positionin g
n Development of systems requirements and measures to monitor, control, and
manage supply/demand chain activities
n Management of implementation programs to meet timetables and milestones
directed at on time completion.
Copyright ® REM Associates Page 16
17. REM Associates Relevant Experience
A sampling of our client engagements includes . . . .
n For a Major West Coast Pharmaceutical Manufacturer:
– Assessed business operations to:
» Improve product and customer demand forecasting, including promo tional
promotional
activity
» Reduce operational costs of functional activities
» Improve service to all customers, including retail, wholesale, and military
and
» Reduce inventories and related business investments at all level s, including
levels,
raw materials, WIP, and finished goods.
– Results of this work included:
» Inventory reduction of over 35%
» Improved customer service to over 96%
» Increased major customer in- stock position to over 97%
in-
» Reorganized key management functions and responsibilities while
significantly improved communications, decision making, and timeliness of
timeliness
management actions.
Copyright ® REM Associates Page 17
18. REM Associates Relevant Experience
In addition, a sampling of our client engagements includes . . . .
n A Large Consumer Product Company:
– Assessed and evaluated business operations functions, linkages, tasks, and activities
– Developed an integrated business operations strategy directed at reduced costs and increased
customer service levels
– Positioned sourcing, sales, manufacturing, and distribution to effectively support market and
effectively
customer focus
– Evaluated deployment of inventories based on forecasted demand pull to the marketplace in
pull
order to strengthen support services to customers
– Recommended and planned implementation for an integrated supply chain strategy.
n A Fortune 100 Pharmaceutical Company:
– Set up multi-country (14) teams for implementing production and resource planning
multi- planning
– Worked with in-country company teams to implement planned changes
in-
– Evaluated and recommended operations improvements within countries
countries
– Monitored and directed progress toward program goals and objectives
objectives
– Conducted and managed program reviews to make sure timelines wer e met
were
– Completed almost two year program ahead of schedule.
Copyright ® REM Associates Page 18
19. Our Approach to Clients – 1. Assessment
Our initial approach to clients begins with an assessment. In order to
form a solid base of understanding, we determine critical characteristics of
our client’s business in terms of . . . .
n Client operations size and basic structure
n Classes of products, facilities, and customers served
n Key business strategic issues and concerns
n Operations network including sales, distribution, customer service, and related
functions
n Customer service goals and objectives
n Operations goals and objectives.
Copyright ® REM Associates Page 19
20. Our Approach to Clients – 2. Issues and Concerns
In order to focus our response and meet client specific needs, we need to
understand company issues and concerns. For example . . . .
n Present and planned business initiatives
n Specific operations issues:
– Forecasting and sales demand planning
– Inventory management
– Warehousing and Transportation
– Other operations related issues
n Current key projects within operating functions
n Priority, sequence, and timing of implementation of near and longer-
term initiatives.
Copyright ® REM Associates Page 20
21. Our Approach to Clients – 3. Path Forward
As a result of initial meetings, we form an understanding and plan a path
forward in response to your needs, concerns, and plans . . . .
n Goals and objectives of REM Associates assistance
n Structure and content of a proposal to respond to your needs
n Requirement for site and/or functional visits
n Data needed in order to understand and scope the detail of work
n Point person for questions and clarification
n Timetable for decision making and program completion.
Copyright ® REM Associates Page 21
22. Overview of The Business
Operations Strategic Planning
Process
23. Overview of The Business Operations
Strategic Planning Process
The logic of business operations strategy relates directly to the flow of
products, information, and costs through the business and to the
customer . . . .
Sourcing Manufacturing Sales & Distribution Customer
Flows:
Products
Information
Costs
Revenue
Copyright ® REM Associates Page 23
24. Overview of The Business Operations
Strategic Planning Process
There are several levels of business logistics between the product source
and the customer . . . .
Plant Customer
Direct Distribution Large
Chains
Small
Independents
Primary Secondary Tertiary
Sourcing Distribution Distribution Distribution
Copyright ® REM Associates Page 24
25. Overview of The Business Operations
Strategic Planning Process
Strategic planning issues are generally of a broader scope than those of
day-to-day operations issues . . . .
Strategy
Business
Mix
Market
Definition
Operations
Customer Product
& Service
Mix Mix
Mix
Forecast Demand
Service by Class
Facility Service
Characteristics
of Customer
Facility Size
Operations
by Product
Variation
Location
Forecast
Product
Facility
S K Us
Area
Type Uniqueness
Copyright ® REM Associates Page 25
26. Overview of The Business Operations
Strategic Planning Process
The hierarchy of business operations strategic planning begins with
customers and service . . . .
Customer
Customer
Service
Service
Goals and
Goals and
Objectives
Objectives
Inventory Order MIS
Inventory Goals Processing
Equipment
Investment Deployment Strategies and
Programs Investment
Strategies and
Programs
Facilities Warehousing Transportation
Facilities Transportation
Strategies and Strategies and
Investment Equipment
Investment Programs Programs
Investment
MIS Systems and Organization Human
Procedures
Equipment Strategies and Resource
Strategies and
Investment Programs Investment
Programs
Copyright ® REM Associates Page 26
27. Overview of The Business Operations
Strategic Planning Process
A number of factors must be evaluated to determine the best cost and
service mix in a strategic business operations structure . . . .
COST: SERVICE:
§ Number of warehouses § Order processing times
§ Location of warehouses § Customer service
§ Shipment modes § Operations
§ Size of shipments § Transportation
§ Frequency of shipments § Inventory service
§ Stock vs. non-stock
§ Shipment consolidation
§ In-stock position
§ Operating methods § Delivery reliability
§ Storage requirements § Freight consolidation
§ Regulatory requirements holding times
§ Information systems
INVENTORY:
§ Stock vs. non-stock § Frequency of replenishment
§ In-stock position § Transit times
§ Variability of demand § Inventory carrying costs
Copyright ® REM Associates Page 27
28. Overview of The Business Operations
Strategic Planning Process
An effective business operations strategy requires the balancing of
conflicting management objectives . . . .
Impact of Objectives on:
Customer
Logistics Objectives: Inventory: Service: Costs:
n High customer service
n Low warehousing costs
n Low transportation costs
n Reduced inventories
n Fast deliveries
n Reduced labor costs
n Desired results
Copyright ® REM Associates Page 28
29. Overview of The Business Operations
Strategic Planning Process
The planning process must evaluate alternatives and recommend the most
cost and service effective plan for total business logistics . . . .
Product/ Identify
Define Demand
Strategic
Market Chain Operating
Operating
Objectives
Environment Alternatives SCREEN
ASSESS
Develop a Execute
Develop a Develop Preferred
Segmented Set of Business Operating Operations Implementation
Strategic Success Operating Strategy and its
Requirements Objectives Environment Implementation Plan
Identify SCREEN Define
Define Business
Strategic
Operating Strategic
Deployment
Mission
Alternatives Objectives
PHASE I PHASE II PHASE III
Copyright ® REM Associates Page 29
30. ASSOCIATES
MANAGEMENT CONSULTANTS
20 NASSAU STREET, SUITE 244
PO BOX 7345
PRINCETON, NEW JERSEY 08543-7345
Phone: 609-275-4444
Fax: 609-275-5651
E-Mail: bsr@remassoc.com
web: http://www.remassoc.com
Copyright ® REM Associates Page 30