This is a paper written for, and presented at, CALS Europe 1994 in Paris. It outlines how the principles, and in some cases the technologies, of the Continuous Acquisition and Lifecycle Support (CALS) initiative were applied to complex custom procurement within the Canadian Federal Government.
Business Process as a Service for Utilities: From Meter to CashCognizant
As utilities adopt smart meters, smart grids and other innovative digital technologies, deploying business process as a service (BPaaS) offers great benefits for operational efficiency, customer service and controlling IT expenses.
Control of energy bills helps increase the visibility of overall usage and fees that can be used to boost cost-effectiveness and sustainability.
This task is often handled in-house manually , which makes it very labor intensive and time consuming. Collecting and standardizing data, entering in into a database, and analyzing data to find improvements becomes a process of time management.
"To address the multiple challenges of regulation, banks need to establish a scalable, flexible, sustainable and integrated platform with proven capabilities in data management, reporting and automation." Learn how Reporting Dictionaries are able to improve compliance by reading the White Paper.
Confirmations are an essential component of derivative transactions and a demanding regulatory environment has left the industry facing significant mandatory change.
CIS Transformation: Unlocking the Value of Utilities' Customer Information Sy...Cognizant
The customer information system (CIS) is a vital part of the meter-to-cash value chain for electric companies and other industries that provide critical commodities like water and natural gas. Yet the complex nature of CIS initiatives has left many utilities saddled with failed or underperforming CIS systems. To overcome these roadblocks, utilities must craft an approach that mitigates the risks and challenges inherent in CIS projects, delivers an exceptional customer experience, and fuels growth to support true business transformation.
Business Process as a Service for Utilities: From Meter to CashCognizant
As utilities adopt smart meters, smart grids and other innovative digital technologies, deploying business process as a service (BPaaS) offers great benefits for operational efficiency, customer service and controlling IT expenses.
Control of energy bills helps increase the visibility of overall usage and fees that can be used to boost cost-effectiveness and sustainability.
This task is often handled in-house manually , which makes it very labor intensive and time consuming. Collecting and standardizing data, entering in into a database, and analyzing data to find improvements becomes a process of time management.
"To address the multiple challenges of regulation, banks need to establish a scalable, flexible, sustainable and integrated platform with proven capabilities in data management, reporting and automation." Learn how Reporting Dictionaries are able to improve compliance by reading the White Paper.
Confirmations are an essential component of derivative transactions and a demanding regulatory environment has left the industry facing significant mandatory change.
CIS Transformation: Unlocking the Value of Utilities' Customer Information Sy...Cognizant
The customer information system (CIS) is a vital part of the meter-to-cash value chain for electric companies and other industries that provide critical commodities like water and natural gas. Yet the complex nature of CIS initiatives has left many utilities saddled with failed or underperforming CIS systems. To overcome these roadblocks, utilities must craft an approach that mitigates the risks and challenges inherent in CIS projects, delivers an exceptional customer experience, and fuels growth to support true business transformation.
Disclosure of Transfer Pricing Policies: An Internal Prespectiveiosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Why does the word omnichannel usually lead to the misinterpretation of its goal and what strategies can institutions take to improve true omnichannel delivery?
Find the answer in “True Omnichannel – Strategies to Improve Omnichannel Delivery”, a White Paper by Novabase.
CTRM in the Cloud – Research and ReportCTRM Center
The data generated by our survey of the industry suggests that, in general, Energy and/or Commodity Trading and Risk Management (E/CTRM) buyers are increasingly open to considering alternatives to traditional “on- premises” implementation models including both SaaS and hosted in the cloud delivery. While a small, but committed, minority continue to resist anything but the traditional on-premises implementation approach, the overwhelming majority of respondents will consider SaaS/hosted in the cloud for a variety of vertical application areas in and around commodity trading.
Despite that finding, only 16% of those who responded to the survey actually utilize a SaaS or hosted in the cloud E/CTRM solution, and while the data strongly suggests a great deal of interest in the cloud for E/CTRM, it does indicate that the final procurement decision isn’t necessarily a slam-dunk in favor of the cloud. Though 54% of our respondents would consider a SaaS/hosted in the cloud alternative, there are indications that the final decision is still more likely to lean toward a traditional installation on-premises – at least for now. ComTech’s forecast growth rates of 15% per year for SaaS/hosted in the cloud solutions do seem to be reasonable but may accelerate in the future if a sufficient numbers of trading firms adopt the model, are successful with it and are willing to advocate the approach to their peers in the industry. Overall, this finding is in agreement with broader studies such as those conducted by Gartner that found that interest in cloud-based solutions is primarily in horizontal applications such as accounting, HR or billing; and that as a result of buyer concerns around integration and ability to customize, the uptake of cloud-based vertical applications like CTRM lags somewhat.
The environment of physical energy and non-energy commodity trading and marketing has grown increasingly complex, marked by globalization bringing about rapid changes in supply and demand patterns, increased regulatory scrutiny and evolving trading and reporting rules, volatility along the entirety of the physical supply chain, and increasing uncertainty as to future price movements. In order to react to these changes quickly and appropriately, participants in these markets must increasingly rely on a sophisticated infrastructure of software and technologies to ensure a complete view of their trading positions and external market conditions that can quickly and severely impact their values. The core component of these now requisite trading and marketing technologies are energy and commodity trading and risk management (CTRM) systems. As market complexity has increased and multi-commodity trading has become more common, CTRM solutions have had to become more sophisticated and provide a greater depth of capability in order to capture and value the unique characteristics of the multitude of physical commodities being transacted along the physical supply chain, from source to market. Given the capabilities of these CTRM systems, they do represent a significant investment for any trading or marketing organization, generally trailing only the large scale ERP solutions, like SAP, in terms of costs to purchase and implement. Allegro Development, one of the world’s largest CTRM solutions providers, engaged Commodity Technology Advisory to conduct a survey of a number of their clients to determine their views as to the value of their investment and the operational and financial impacts of deploying Allegro’s CTRM solution. This report summarizes the results of that survey and discusses the key considerations for any company seeking to develop their own assessment of the value of their CTRM technology investment via a Return on Investment (ROI) calculation.
Reimagining Energy Trading and Risk Management (ETRM) With Advanced Delivery ...CTRM Center
ETRM systems are, by their nature, complex software products as the software must mirror the full complexity of the commodities industries, markets, and assets that they serve. Spanning from contract administration through invoicing and settlement, the business processes involved in commodity trading varies greatly. This variation is created by the unique combinations and nature of the physical or financial commodity or commodities traded, as well as by the industry segment (power generation/trading, gas production/trading, agricultural production/trading, etc.), the assets employed in the supply chain(s) and geographic differences (North American power vs. European vs. Japan, for example).
Design and implementation of an electronic invoicing systemResearchWap
The main aims and objectives of the system are:
• To design a web based invoicing system to replace some extent of human role in cases of unavailability of job.
• To provide quick retrieval of customer’s invoice records on site or case of loss of original invoice.
Also, the purpose of this software is to model a computerized invoice system to enable proper invoice generating for customers and control these records.
Critical Mission Support Achieved through Custom Procurement Solutionsjwchitwood
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical Mission Support Achieved through Custom Procurement SolutionsElizabeth Benditt
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical Mission Support Achieved through Custom Procurement SolutionsTed Green
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical Mission Support Achieved Through Custom Procurement SolutionsJean Gleason
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical Mission Support Achieved through Custom Procurement SolutionsMulti Service
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical Mission Support Achieved through Custom Procurement Solutionsdarissa1
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical mission support achieved through custom procurement solutionsColinWills
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical Mission Support Achieved through Custom Procurement SolutionsJim Knickerbocker
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Disclosure of Transfer Pricing Policies: An Internal Prespectiveiosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Why does the word omnichannel usually lead to the misinterpretation of its goal and what strategies can institutions take to improve true omnichannel delivery?
Find the answer in “True Omnichannel – Strategies to Improve Omnichannel Delivery”, a White Paper by Novabase.
CTRM in the Cloud – Research and ReportCTRM Center
The data generated by our survey of the industry suggests that, in general, Energy and/or Commodity Trading and Risk Management (E/CTRM) buyers are increasingly open to considering alternatives to traditional “on- premises” implementation models including both SaaS and hosted in the cloud delivery. While a small, but committed, minority continue to resist anything but the traditional on-premises implementation approach, the overwhelming majority of respondents will consider SaaS/hosted in the cloud for a variety of vertical application areas in and around commodity trading.
Despite that finding, only 16% of those who responded to the survey actually utilize a SaaS or hosted in the cloud E/CTRM solution, and while the data strongly suggests a great deal of interest in the cloud for E/CTRM, it does indicate that the final procurement decision isn’t necessarily a slam-dunk in favor of the cloud. Though 54% of our respondents would consider a SaaS/hosted in the cloud alternative, there are indications that the final decision is still more likely to lean toward a traditional installation on-premises – at least for now. ComTech’s forecast growth rates of 15% per year for SaaS/hosted in the cloud solutions do seem to be reasonable but may accelerate in the future if a sufficient numbers of trading firms adopt the model, are successful with it and are willing to advocate the approach to their peers in the industry. Overall, this finding is in agreement with broader studies such as those conducted by Gartner that found that interest in cloud-based solutions is primarily in horizontal applications such as accounting, HR or billing; and that as a result of buyer concerns around integration and ability to customize, the uptake of cloud-based vertical applications like CTRM lags somewhat.
The environment of physical energy and non-energy commodity trading and marketing has grown increasingly complex, marked by globalization bringing about rapid changes in supply and demand patterns, increased regulatory scrutiny and evolving trading and reporting rules, volatility along the entirety of the physical supply chain, and increasing uncertainty as to future price movements. In order to react to these changes quickly and appropriately, participants in these markets must increasingly rely on a sophisticated infrastructure of software and technologies to ensure a complete view of their trading positions and external market conditions that can quickly and severely impact their values. The core component of these now requisite trading and marketing technologies are energy and commodity trading and risk management (CTRM) systems. As market complexity has increased and multi-commodity trading has become more common, CTRM solutions have had to become more sophisticated and provide a greater depth of capability in order to capture and value the unique characteristics of the multitude of physical commodities being transacted along the physical supply chain, from source to market. Given the capabilities of these CTRM systems, they do represent a significant investment for any trading or marketing organization, generally trailing only the large scale ERP solutions, like SAP, in terms of costs to purchase and implement. Allegro Development, one of the world’s largest CTRM solutions providers, engaged Commodity Technology Advisory to conduct a survey of a number of their clients to determine their views as to the value of their investment and the operational and financial impacts of deploying Allegro’s CTRM solution. This report summarizes the results of that survey and discusses the key considerations for any company seeking to develop their own assessment of the value of their CTRM technology investment via a Return on Investment (ROI) calculation.
Reimagining Energy Trading and Risk Management (ETRM) With Advanced Delivery ...CTRM Center
ETRM systems are, by their nature, complex software products as the software must mirror the full complexity of the commodities industries, markets, and assets that they serve. Spanning from contract administration through invoicing and settlement, the business processes involved in commodity trading varies greatly. This variation is created by the unique combinations and nature of the physical or financial commodity or commodities traded, as well as by the industry segment (power generation/trading, gas production/trading, agricultural production/trading, etc.), the assets employed in the supply chain(s) and geographic differences (North American power vs. European vs. Japan, for example).
Design and implementation of an electronic invoicing systemResearchWap
The main aims and objectives of the system are:
• To design a web based invoicing system to replace some extent of human role in cases of unavailability of job.
• To provide quick retrieval of customer’s invoice records on site or case of loss of original invoice.
Also, the purpose of this software is to model a computerized invoice system to enable proper invoice generating for customers and control these records.
Critical Mission Support Achieved through Custom Procurement Solutionsjwchitwood
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical Mission Support Achieved through Custom Procurement SolutionsElizabeth Benditt
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical Mission Support Achieved through Custom Procurement SolutionsTed Green
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical Mission Support Achieved Through Custom Procurement SolutionsJean Gleason
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical Mission Support Achieved through Custom Procurement SolutionsMulti Service
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical Mission Support Achieved through Custom Procurement Solutionsdarissa1
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical mission support achieved through custom procurement solutionsColinWills
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical Mission Support Achieved through Custom Procurement SolutionsJim Knickerbocker
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Critical Mission Support Achieved through Custom Procurement SolutionsDoretta
Federal government procurement policies are complex, stringent and increasingly require more transparency. Because government services are funded by taxpayer dollars, due diligence is a necessary component to ensure optimal and appropriate use of available funding. In recent years, the Department of Defense (DoD) has made significant progress in adopting custom purchase and payment programs to help streamline complex procurement of commercial products and services. This paper will address the rationale and advantages behind custom purchase and payment program adoption and the options that should be considered to achieve further cost saving enhancements. It will address closed-loop, private procurement and payment solutions and why they are advantageous over traditional off-the-shelf solutions in specific industries in the domestic and overseas marketplace.
Blockchain in Supply chain Logistics: Discuss the journey to consider for planning your enterprise Blockchain soln and outline optimal strategy for your enterprise based on your market position and ability to influence standards and regulatory barriers.
Takeaways:
1. Blockchain – A Long Term Journey
2. Collaboration is key to reducing Supply Chain Black Swans
3. The Evolution and Disruption of the Logistics Industry
4. Optimal Blockchain strategy for each use case is dependent of market position and ability to influence standards and regulatory barriers
5. Short-term investment costs are outweighed by the long-term costs of getting left behind
6. Live Use Case
7.Strategy
Achieving Digitalization in a Document Intensive Energy MarketCTRM Center
As energy companies seek to become more efficient and agile in a rapidly changing marketplace fraught with risks, digitalization - the process of evolving from manual or analog processes to more efficient and cost effective digital processes by reducing the number of times data is touched and ensuring greater accuracy and more rapid movement of data and information throughout the enterprise – continues to attract attention from CIOs across the energy value chain.
Effects of Government Procurement on Prompt Tendering and Supply of Goods: A...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Public Sector Chargeback: Software-as-a-Service for Shared Services Frequentl...BluLogix
Public sector shared services groups are increasingly tasked with managing expenditures, reducing costs, standardizing infrastructure and leading digital transformations to drive policies and standards across their organizations.
North American Utility Sparks Up its Complaint Handling SystemCognizant
Electric utility's new complaint handling system reduces resolution times, increases staff productivity, boosts customer satisfaction and improves regulatory compliance.
North American Utility Sparks Up its Complaint Handling SystemCognizant
Electric utility's new complaint handling system reduces resolution times, increases staff productivity, boosts customer satisfaction and improves regulatory compliance.
CAN SOMEONE PLEASE EXPLAIN CARBON ACCOUNTING AND DEFINE WHAT A CARBON LEDGER ...Workiva
Many jurisdictions have experienced considerable progress relating to the disclosure of climate-related information, however internationally aligned (or consistent) disclosure standards and requirements have not been mandated on a global basis. The result is an environment within which we have limited discoverability, consistency, comparability, and quality across the climate data available.
A Content Manifesto (Gnostyx CIDM IDEAS Conference 2020)Joe Gollner
Touching on Digital Transformation, the economics of content, and the history of the content industry, this presentation concludes with a Content Manifesto - seven declarations that define how we, as an industry, should be talking about our work. At one and the same time, this talk is both traditional and radical. If the content manifesto is genuinely adopted then the implementations are massive as are the opportunities.
The Economics of Content (October 2019)Joe Gollner
Virtual Presentation delivered at Lavacon 2019. A bit of a deep dive into some fundamental questions around the nature of the content industry and some of the challenges it has historically faced. In order to stave off depression, it ends with a more positive "Content Manifesto" that declares what needs to be done to redress some of the observed problems in the content industry. Relevant to content management and to open content standards like DITA and XML.
So You Want a CMS (Gnostyx Workshop Lavacon 2016)Joe Gollner
A half-day workshop held at Lavacon 2016 in Las Vegas. A relatively thorough introduction to a proven way to acquire a content management system as part of an overall content solution. Leans towards a more formal approach to selecting and validating a CMS platform than is usually followed. The approach has been proven to be effective in numerous circumstances but is especially valuable when the content infrastructure being selected will play a broad role within an enterprise environment.
Managing Knowledge in the Fractal Enterprise (Retro Alert 1999)Joe Gollner
A blast from the past - a talk I gave at Documation 1999 entitled "Managing Knowledge in the Fractal Enterprise". Interestingly, the themes touched on in this presentation have proved resilient and useful in all the years since. If anything, the ideas seem closer to the mark today than they did 20 years ago!
A presentation given the Center for Information Development Management (CIDM) Content Management Strategies and DITA conference in San Diego 2017. This talk looked at DITA in context of Digital Transformation - so as to consider what this new and changing context means for DITA and what it is that DITA can contribute that is both needed and unique.
Engineering Content: The Discipline of Designing Future-Ready ContentJoe Gollner
A session delivered at Spectrum 2017 at the Rochester Institute of Technology for the STC Rochester Chapter. It pulls together many years of reflection on what really works when it comes to designing content management and publishing systems - and why this has become so important amid the changes wrought by Digital Transformation.
Brave New World of Technical CommunicationJoe Gollner
Keynote address at the 2017 Spectrum conference delivered at the Rochester Institute of Technology for the STC Rochester Chapter. Looks at how the work of technical communication must change in the light of Digital Transformation.
Digital Transformation and the Business of Content (May 2017)Joe Gollner
This talk was delivered as the opening keynote for the virtual track at Lavacon Dublin 2017. It's primary intent is to explore the implications of Digital Transformation for Profession Communicators and for the Content Standards and Technologies that they use.
Three case studies that showcase the central importance in Content Management projects of jumping in with both feet, getting up close and personal with your content, and adding new value.
Coordinating SGML Projects to Maximize Corporate Benefits was the original title from this 1995 article. Although it hails from the past, its lessons for markup technologies, the management of standards, and the handling of corporate politics still ring true. It also showcases how common forces drove the emergence of practices that we now see in the Darwin Information Typing Architecture (DITA).
Information 4.0 for Industry 4.0 (TCWorld 2016)Joe Gollner
An annotated version of a presentation delivered at TCWorld 2016 in Stuttgart, Germany. Explores the concept of Information 4.0 and Content 4.0. Builds connections to the Semantic Web, Internet of Things, Cognitive Computing, and Big Data.
A talk delivered at the Center for Information Development (CIDM) Best Practices conference held in Santa Fe, New Mexico, in September 2016. It is a treatment of the idea of Content 4.0 that focuses on the real implications that come with operating at the higher levels of content practice (3.0 and 4.0).
The Changing Face of Publishing (October 2012)Joe Gollner
A presentation made to the Canadian Heritage Ministry on the changing impacting publishing at this time. Complete with a somewhat jaundice view on how well most publishers are adapting. It comes from 2012 which feels like a long time ago but the presentation doesn't really call for much updating.
This session explores the ways in which Content 4.0 can be a useful way to understand the direction that content is going. It proceeds by looking at what content must be like in order to keep up with Industry 4.0. This session was undertaken at the invitation of Tom Aldous of The Content Era.
A bit of a retrospective. Back in the spring of 2005, I delivered this presentation at a Defense Software Symposium. The idea was that if we manage the knowledge behind a software system properly we can create, integrate, manage, and evolve that software far more effectively than we have in the past. This discussion proceeded with reference to very large and very complex software engineering and integration projects.
This talk was delivered at DITA Europe in Munich Germany. It explores the business and management considerations that apply to the deployment of DITA-enabled solutions that break out beyond the traditional technical documentation focus. Appropriately, the guiding theme for the presentation is drawn from Don Quixote.
Practical Steps Towards Integrated Content Management (Nov 2015)Joe Gollner
This talk was delivered at TCWorld 2015 in Stuttgart Germany. It explores ideas initially touched upon in a talk at the Information Energy event in Utrecht.
This is the Extended Edition version of the keynote presentation delivered at Lavacon 2015 in New Orleans. It tackles some key concepts and principles that will drive a grounded Content Strategy and its implementation.
Integrated Content Management - Information Energy 2015 KeynoteJoe Gollner
The opening keynote at the 2015 Information Energy conference convened in beautiful Utrecht in the Netherlands. A talk that explored how the various content management disciplines can come together to help organizations to leverage their content more effectively and to improve their overall performance.
DITA - What is it good for? (J Gollner 2015)Joe Gollner
A presentation delivered on April 20, 2015 in Chicago at the annual Content Management Strategies / DITA North America conference. It presents tactics and tools for presenting DITA, and its business benefits, to executive management.
Bridging the Digital Gap Brad Spiegel Macon, GA Initiative.pptxBrad Spiegel Macon GA
Brad Spiegel Macon GA’s journey exemplifies the profound impact that one individual can have on their community. Through his unwavering dedication to digital inclusion, he’s not only bridging the gap in Macon but also setting an example for others to follow.
Understanding User Behavior with Google Analytics.pdfSEO Article Boost
Unlocking the full potential of Google Analytics is crucial for understanding and optimizing your website’s performance. This guide dives deep into the essential aspects of Google Analytics, from analyzing traffic sources to understanding user demographics and tracking user engagement.
Traffic Sources Analysis:
Discover where your website traffic originates. By examining the Acquisition section, you can identify whether visitors come from organic search, paid campaigns, direct visits, social media, or referral links. This knowledge helps in refining marketing strategies and optimizing resource allocation.
User Demographics Insights:
Gain a comprehensive view of your audience by exploring demographic data in the Audience section. Understand age, gender, and interests to tailor your marketing strategies effectively. Leverage this information to create personalized content and improve user engagement and conversion rates.
Tracking User Engagement:
Learn how to measure user interaction with your site through key metrics like bounce rate, average session duration, and pages per session. Enhance user experience by analyzing engagement metrics and implementing strategies to keep visitors engaged.
Conversion Rate Optimization:
Understand the importance of conversion rates and how to track them using Google Analytics. Set up Goals, analyze conversion funnels, segment your audience, and employ A/B testing to optimize your website for higher conversions. Utilize ecommerce tracking and multi-channel funnels for a detailed view of your sales performance and marketing channel contributions.
Custom Reports and Dashboards:
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CALS and Canadian Government Acquisition 1994
1. 1
ACQUISITION IN THE CANADIAN GOVERNMENT:
BUSINESS PROCESSES AND SYSTEMS
J.A. Gollner
Project Manager, CALS Office
Public Works and Government Services Canada
Ottawa, Canada
September 1994
ABSTRACT
The Department of Public Works and Government Services Canada (PWGSC)
operates as a common service provider for the departments, agencies and
Crown Corporations of the Canadian Government. One of these common
services is acquisitions. It has therefore fallen to PWGSC to develop,
implement and support an integrated acquisitions system to service the
needs of the government. For one, this integrated acquisitions system
must address simplified procurement of catalogue items through Electronic
Data Interchange (EDI) and the efficient financial settlement between
client and supplier. It must also support the acquisition of customized
goods and services through improved development and distribution of
procurement opportunities and streamlined administration of awarded
contracts.
INTRODUCTION
The Canadian Government annually acquires in excess of ten billion
dollars of goods and services through the activities of PWGSC.
Approximately 20% of this value, while representing the low dollar value
acquisition of simple goods, accounts for 80% of the identified
administration cost for government acquisition. This has made improving
the mechanisms whereby government units acquire basic goods a major
priority. It is here that the government hopes to realize rapid payback
through the adoption of modern catalogue ordering systems and EDI
technology. The above statistics can, however, be misleading, especially
if it leads to the belief that streamlining simple procurement will be
enough.
The cost of the remaining the goods and services annually procured by the
government, those representingS0% of the total annual expenditures, in
fact reflects the net result of the government's traditional approaches
to managing complex custom procurement. Here, the real cost of
administration is seen in the increased contract costs and life cycle
support activities that are borne by the department acquiring the system.
The Crown, as an enterprise, stands to save more by improving the
management of custom procurement than by eliminating all the
administrative costs of simple procurement. It is, however, a much more
challenging target – one requiring some radical solutions.
2. 2
SIMPLE PROCTJREMENT
The problem: too many hands
Simple procurement entails the recognizable goods and services that are
consumed within normal offices or in support of existing equipment and
systems. Included would be paper, office furniture, printing services and
travel. In the execution of a typical transaction, say the acquisition of
more pens for an office, there are, under the current regime, specific
activities expected of the end user with the need, their immediate
supervisor, staff within a supply facility (such as the government
operated self-service store) and at least three finance (accounting)
staff. Even this simple transaction will muster a finance clerk in the
user's organization, the supply facility and the central accounting
authority (PWGSC).
The solution: improving the process
Improving the process of simple procurement requires improving the user's
access to the required supplies and, optimally, allowing users to select
products and issue the orders directly to the suppliers for immediate
delivery. For this to happen, a number of things must take place.
First, an up-to-date "catalogue" must be accessible by the users from
their place of work whether that be a workshop floor or an office desk.
This catalogue must contain a current and comprehensive listing of
products, suppliers, costs and delivery methods. Currently, commodity
information is accumulated and maintained by PWGSC through a process of
negotiation with suppliers. This approach was intended to leverage the
volume of Crown acquisitions to realize better pricing. In reality, it
created higher costs (by imposing administrative burdens on suppliers)
and significant administrative overheads. Furthermore, the task proved
too much to be managed effectively with the quality of information
available to clients suffering dramatically. An up-to-date catalogue,
therefore, depends on an automated mechanism whereby suppliers maintain
their own product and pricing information.
Second, the users of the goods must be empowered with the ability to
select and order goods under a certain dollar value (a value identified
to cover the vast majority of requirements). The authority to acquire
effectively all commodities should likewise be delegated to management
within operational organizations. In both cases, a system must be in
place that implements the authorization controls, required under the
Financial Administration Act, and captures the necessary audit data.
Finally, the reconciliation of accounts amongst the supplier, the central
accounting authority and the user's organization must be streamlined and
implemented as an automated process. Effectively, this is the relegation
of the accounting process to a "hands-off' audit function rather than a
deliberation prior to the delivery of goods.
3. 3
Implementing a system for simple procurement
There are projects underway within PWGSC to implement, in varying
degrees, the components required to support an automated simple
procurement system.
Electronic Procurement and Settlement / Electronic Payment Authorization
As a general strategy, the Electronic Procurement and Settlement (EPS)
system envisions the deployment of credit instruments (lines of credit)
across the government to facilitate the direct purchase of goods and
services from suppliers or other departments. Under the EPS plan, the
procurement action is followed through to its final conclusions with the
settlement of departmental accounts and the payment of suppliers. There
remains the requirement for the user to authorize an order and to accept,
as satisfactory, the goods or services delivered. The Electronic Payment
Authorization (EPA) system will implement just such a mechanism ensuring
that the essential elements of financial control are enforced with a
minimum of administrative overhead.
Common Departmental Financial System
The Common Departmental Financial System (CDFS), nearing completion, will
replace a variety of legacy financial systems and provide a single venue
for departments to manage their budgets and reconcile expenditures among
government agencies. Ultimately, CDFS will provide the foundation upon
which modernized financial processes will be implemented on a government-
wide basis. PWGSC is also developing extensions to the financial
environment allowing for payments and remittances to be transacted
automatically.
Electronic Data Interchange / Catalogues
There will be a heavy reliance upon Electronic Data Interchange (EDI) and
online catalogues to facilitate both the selection of products and the
issuance of orders electronically. EDI will support the invoicing process
(if it continues to exist) and is currently being tested as the mechanism
for allowing suppliers to update their catalogue entries.
4. 4
COMPLEX CUSTOM PROCUREMENT
Complex custom procurement is used to describe all acquisitions which
cannot be managed as simple orders for standardized goods or services.
This covers all acquisitions that require a unique description of
requirements and which result in a customized contract. Under this
umbrella, one would include contracting for plumbing services to replace
300 feet of pipe to meet a revised building code. One would also include
some of the government's most ambitious undertakings such as the Canadian
Patrol Frigate, the Income Security Program or, more notoriously, the New
Shipborne Aircraft (EH-101).
The problem: lack of information sharing
The process is all too familiar. A requirement is identified within an
operational unit or an objective is set by the elected government. The
requirement evolves, by stages, into a concept of operations and a
funding proposal, and, from there, into a design and a specification.
Depending upon the size of the acquisition, even the formative stages of
a program can be hampered by poor communications between involved
parties, euphemistically known in Ottawa as "stakeholders".
There are, of course, the big hurdles where the product of one group
(i.e. Department of National Defence) is submitted for review and / or
implementation by a second group (PWGSC). This is known as throwing the
brick over the wall. It is a good way to describe what actually happens.
Neither party can see the other's environment and is therefore ignorant
of what may constitute hard realities in that domain. Neither party
traditionally avails itself of the input of the other while they perform
their part of the process. Finally, the respective parties have evolved
techniques and philosophies for grappling with their mandates which are
rarely compatible with other views of the world.
If this were not enough, the traditional insular approach to managing the
component parts of a major acquisition -finance, engineering, operations,
logistics, procurement, and industrial benefits – results in the
increasing relevancy of the input from these groups as they become
experts in servicing their own ends. For example, the contracting
expertise of PWGSC, the government's contracting authority, would, in all
honesty, have to be described as rudimentary.
The end result of all this is a process characterized by delay and
conflict, and which consistently increases costs and risks while reducing
program quality. All too frequently, the traditional process leads a
program into obsolescence and then termination. This applies to the small
custom contract as completely as to a Major Crown Project (MCP) -the
differences are those of magnitude not type.
The root of these problems is the lack of information sharing. The
consequences are seen in increased costs and risks as incurred by both
the Crown and the suppliers. It would not be difficult to assert, even
without substantiation, that the wastage associated with the custom
procurement process annually exceeds the total dollar value expended on
simple acquisition (i.e. greater than 20Yo of total expenditures).
5. 5
The solution: process change comes first
Implicit in the above description of the complex custom procurement
process is the importance of effective information sharing. This
observation leads to the obvious conclusion that the Crown must deploy
standards and a modernized technical infrastructure to facilitate that
information exchange. This investment must wait, however, until some very
basic decisions are made in the area of how business objectives are set
and implemented in a government environment. It does not take long before
one recognizes that the many of the inconveniences, even absurdities,
within the system are reflections of inconsistencies inherent in the
nature and form of our government. While no one, one hopes, would attempt
to address these issues in order to improve the efficiency of government
administration, there remain areas where real change can be implemented.
PWGSC has, for example, undertaken a number of initiatives to address the
more glaring problems.
Common Purpose Procurement
One area where there has traditionally been a high wall against
communication is in government and contractor relations. Common Purpose
Procurement (CPP) is a procurement strategy developed by PWGSC together
with Treasury Board (the funding authority) for use in complex custom
procurement scenarios. In essence, CPP encourages departments, having
identified a requirement, to form an interdepartmental executive team
which, together, solicit an industry partner to see a program from
inception to completion and even through to the end of the system's life
cycle. As an example of how it can work, the Reserve Integrated
Information Project (RIIP) selected an industry consortium to support all
aspects of the program based upon a six-week solicitation period and a
twenty page (maximum) management proposal. Treasury Board has been
actively promoting the CPP strategy within a variety of departments to
confirm its viability as a standard procedure. Having been involved with
a number of CPP initiatives (including RIIP), I have some reservations
about its current form but I, nevertheless, applaud the attempt to do
things differently. At its root, CPP attempts to eliminate the barriers
to the free flow of information between stakeholders. In the case of
RIIP, it resulted in a joint Crown / Contractor Project Management Office
(PMO) with a management structure that did not differentiate between
government employees and contractors.
Special Operating Agencies
Special Operating Agencies (SOAs) were originally formed to give certain
parts of the government the flexibility to operate as business units
serving the evolving needs of government departments. Effectively, SOAs
must successfully recover their operating costs and are therefore driven
to adopt a management regime modelled on industry rather than government.
One example is Canada Communications Group (CCG), formerly the Queen's
Printer and one of the original SOAs, which has become among the
government's most progressive service providers. Whereas some SOAs did
not succeed in delivering services as effectively as industry and are
passing into history, CCG created a service model worthy of emulation in
6. 6
many parts of the government. In areas such as printing legislation, its
traditional role, CCG has stayed in business by remaining responsive and
cost effective. What is interesting with CCG, however, is the approach
taken to new services where its role is less of a service provider than a
broker between client departments and industry.
In areas such as the development of films or other communications
programs (areas requiring specialized expertise), CCG operates as a
knowledgeable project manager and contracting agent (CCG remains a part
of PWGSC). It is the hope of CCG, that from the client's perspective, a
user will come to CCG and, rather than encountering a wall, will
encounter a value-added service that results in efficient contracting and
quality deliverables. An example will serve here. Last winter, the
Department of National Defence identified the urgent requirement to
develop a Document type Definition (DTD) for technical information. By
involving CCG as the project manager and contracting agent, DND was able
to focus upon the development of a DTD as opposed to dealing with the
traditional procurement process. DND was testing the DTD with operational
data and commencing the revision process before the procurement paperwork
would have been complete had they gone another route.
What makes this approach different is the level of expertise CCG deploys
in supporting the acquisition process, CCG makes it possible for
operational managers, knowing only their requirements, to contract
successfully for sophisticated services and equipment. From an industry
perspective, the opportunities brokered by CCG are clearly defined and
properly funded. The strategic deployment of expertise, effectively the
sharing of information among government bodies, reduces the risks
incurred by industry and the user, and thereby lowers the final cost of
the acquisition.
Systems to support complex custom procurement
As mentioned previously, the investment in systems to facilitate an
improved communication environment for participants in the custom
procurement process has taken a back seat to identifying new ways of
doing business. There are some initiatives, however, worthy of note.
Open Bidding Service (OBS)
The electronic posting of all procurement opportunities exceeding a
certain dollar value ($50,000) for review by registered suppliers to the
federal government. It has been operational for more than two years and
is ready to undergo a series of enhancements.
Automated Buyers Environment (ABE)
A highly integrated working environment for PWGSC Buyers which will,
initially, allow Buyers to concentrate on servicing user requirements and
developing useful expertise rather than processing paper. As it evolves,
the ABE should include direct links to the OBS and extensions into the
working environment of users.
7. 7
CONCLUSION
PWGSC CALS Office
PWGSC recognizes that, in its plans to improve the acquisitions process
within the Government of Canada, it is attempting to implement the
principles of concurrent activity, information sharing and enterprise
integration that underlie the CALS initiative. The standards and business
model of CALS are directly applicable to our domain. In partnering with
major stakeholders such as the Department of National Defence and
Treasury Board, it is the hope of PWGSC that, through CALS, the value
realized by government expenditures can increase even as spending budgets
shrink. Given the wastage inherent in the current situation and the
potential of current initiatives and CALS to achieve savings, we believe
that it is possible to downsize and improve concurrently.