The document discusses the evolution of buyer-supplier relationships from reactive transactions to strategic partnerships. It describes three types of relationships - transactional, collaborative, and alliance. Transactional relationships focus on price and are short-term, while collaborative and alliance relationships aim for lower total costs and improved performance through open communication, long-term contracts, and shared goals. Alliances require the highest levels of trust and commitment between partners to fully realize benefits like reduced costs, improved quality, and faster innovation.
This document analyzes buyer-supplier relationships through several case studies. It establishes a framework to assess relationships based on factors like trust, communication, and commitment. Various companies like Toyota, GM, and Microsoft are analyzed against this framework. Toyota emerges as the best example, with its relationships based on mutual trust and respect. The document suggests future relationships will rely more on internet-based information exchange while still requiring robust personal connections. Effective forecasting and transparency will also be important with more distributed supply chains.
Bullwhip and Supplier Relationship ManagementDeepak Ramawat
This document discusses strategies for managing supplier relationships to reduce the bullwhip effect in supply chains. It defines the bullwhip effect as increased demand variability amplified at each stage of the supply chain. Key points made include:
- Categorizing suppliers as strategic, preferred, or transactional based on impact of late/poor quality deliveries.
- Countering the bullwhip effect through close communication, rate contracts, optimizing lead times, and supplier partnerships.
- Steps for a supplier relationship management program including supplier categorization, identification of critical items, and establishing contracts by strategy.
- The benefits of mutual commitment between organizations and suppliers through performance metrics and support for best practices.
The document discusses various types of buyer-supplier relationships including transactional relationships, value-added exchanges, and collaborative/partnering relationships. It compares and contrasts transactional relationships with partnerships. Strategic alliances are defined as relationships based on mutual trust and open communication to reduce costs and improve quality. Supplier development aims to increase supplier efficiency through assistance. Effective buyer-supplier relationships require communication, trust, and a team approach. Relationship management also depends on internal team dynamics and understanding each party's goals.
A Transformation in Relationships
Types of Buyer-Supplier Relationships
Transactional Relationships
Collaborative and Alliance Relationships
Collaborative Relationships
Supply Alliances
The Supplier's Perspective
Developing and Managing Collaborative and Alliance Relationships
The document discusses key aspects of successful supply chain relationships such as trust, quality, commitment, and innovation. It provides examples of different types of relationships between Toyota, GM, Microsoft, and other companies and their suppliers. Effective relationships are characterized by collaboration, information sharing, and interdependence between partners. Outsourcing is increasing in manufacturing and services due to pressures to reduce costs and optimize operations in the supply chain.
Enhancing Value through Supplier Relationship ManagementZycus
The document discusses strategies for enhancing value through effective supplier relationship management. It emphasizes that most potential value from strategic sourcing can be lost within 6-18 months without effective ongoing supplier management. It outlines a 5-step supplier management process including daily operations, operational reviews, top-to-top reviews, and relationship mapping to classify suppliers and ensure the appropriate relationship model is used for each. Maintaining strong communication, aligning goals, and balancing power dynamics are important for maximizing value from supplier relationships.
Gaining Competitive Advantage through Supplier Collaboration and Supplier Rel...TraceGains
If you have any questions or comments, please send them to connect@tracegains.com. We look forward to hearing from you.
Race to win, rather than race to the bottom!
Continued consolidation of the food supply base will lead to more powerful and assertive customers in some markets. These customers are placing increasing demand on the entire supply chain for reduced cost and higher levels of value delivery. While many companies focus on price reduction as a solution they soon realize that there is only so much supplier margin and they soon become in effective in trying to meet the increasing demands of the customer and company management. They also realize that there is a significant cost and time involved in changing and developing new suppliers.
The solution to increasing demand for value is to get business alignment across the entire supply chain. This requires value-based relationships will require substantial changes in behavior by the buyer and seller. This webinar will detail the need to establish clear processes through which buyers and suppliers interface and collaborate. The focus is on building and developing a Supplier Relationship Management (SRM) focus for your business.
Things covered in the seminar:
-How can a company build a process that delivers cost and value improvement Year on Year
Understanding the Supplier Relationship Management Process
-Identifying which suppliers are good candidates for SRM
-How to drive collaboration with suppliers
Challenges In Supplier Buyer Relationship ManagementVeronika Tondon
Delivering a high quality product and having a reliable customer base is crucial to gain a competitive edge in business. Any kind of errors in the system may result in undesirable results. The source of error could be be anything but to understand and rectify the same is very important. Buyer Supplier Relationship Management (SRM) is the most neglected term in today’s business. Suppliers play a crucial role in any company’s success and a healthy relationship with the suppliers can help the organization in the long run.
This document analyzes buyer-supplier relationships through several case studies. It establishes a framework to assess relationships based on factors like trust, communication, and commitment. Various companies like Toyota, GM, and Microsoft are analyzed against this framework. Toyota emerges as the best example, with its relationships based on mutual trust and respect. The document suggests future relationships will rely more on internet-based information exchange while still requiring robust personal connections. Effective forecasting and transparency will also be important with more distributed supply chains.
Bullwhip and Supplier Relationship ManagementDeepak Ramawat
This document discusses strategies for managing supplier relationships to reduce the bullwhip effect in supply chains. It defines the bullwhip effect as increased demand variability amplified at each stage of the supply chain. Key points made include:
- Categorizing suppliers as strategic, preferred, or transactional based on impact of late/poor quality deliveries.
- Countering the bullwhip effect through close communication, rate contracts, optimizing lead times, and supplier partnerships.
- Steps for a supplier relationship management program including supplier categorization, identification of critical items, and establishing contracts by strategy.
- The benefits of mutual commitment between organizations and suppliers through performance metrics and support for best practices.
The document discusses various types of buyer-supplier relationships including transactional relationships, value-added exchanges, and collaborative/partnering relationships. It compares and contrasts transactional relationships with partnerships. Strategic alliances are defined as relationships based on mutual trust and open communication to reduce costs and improve quality. Supplier development aims to increase supplier efficiency through assistance. Effective buyer-supplier relationships require communication, trust, and a team approach. Relationship management also depends on internal team dynamics and understanding each party's goals.
A Transformation in Relationships
Types of Buyer-Supplier Relationships
Transactional Relationships
Collaborative and Alliance Relationships
Collaborative Relationships
Supply Alliances
The Supplier's Perspective
Developing and Managing Collaborative and Alliance Relationships
The document discusses key aspects of successful supply chain relationships such as trust, quality, commitment, and innovation. It provides examples of different types of relationships between Toyota, GM, Microsoft, and other companies and their suppliers. Effective relationships are characterized by collaboration, information sharing, and interdependence between partners. Outsourcing is increasing in manufacturing and services due to pressures to reduce costs and optimize operations in the supply chain.
Enhancing Value through Supplier Relationship ManagementZycus
The document discusses strategies for enhancing value through effective supplier relationship management. It emphasizes that most potential value from strategic sourcing can be lost within 6-18 months without effective ongoing supplier management. It outlines a 5-step supplier management process including daily operations, operational reviews, top-to-top reviews, and relationship mapping to classify suppliers and ensure the appropriate relationship model is used for each. Maintaining strong communication, aligning goals, and balancing power dynamics are important for maximizing value from supplier relationships.
Gaining Competitive Advantage through Supplier Collaboration and Supplier Rel...TraceGains
If you have any questions or comments, please send them to connect@tracegains.com. We look forward to hearing from you.
Race to win, rather than race to the bottom!
Continued consolidation of the food supply base will lead to more powerful and assertive customers in some markets. These customers are placing increasing demand on the entire supply chain for reduced cost and higher levels of value delivery. While many companies focus on price reduction as a solution they soon realize that there is only so much supplier margin and they soon become in effective in trying to meet the increasing demands of the customer and company management. They also realize that there is a significant cost and time involved in changing and developing new suppliers.
The solution to increasing demand for value is to get business alignment across the entire supply chain. This requires value-based relationships will require substantial changes in behavior by the buyer and seller. This webinar will detail the need to establish clear processes through which buyers and suppliers interface and collaborate. The focus is on building and developing a Supplier Relationship Management (SRM) focus for your business.
Things covered in the seminar:
-How can a company build a process that delivers cost and value improvement Year on Year
Understanding the Supplier Relationship Management Process
-Identifying which suppliers are good candidates for SRM
-How to drive collaboration with suppliers
Challenges In Supplier Buyer Relationship ManagementVeronika Tondon
Delivering a high quality product and having a reliable customer base is crucial to gain a competitive edge in business. Any kind of errors in the system may result in undesirable results. The source of error could be be anything but to understand and rectify the same is very important. Buyer Supplier Relationship Management (SRM) is the most neglected term in today’s business. Suppliers play a crucial role in any company’s success and a healthy relationship with the suppliers can help the organization in the long run.
Chapter 8 sourcing strategies and relationshipskurbi
The document outlines chapters on sourcing strategies and relationships. It discusses the nature of sourcing decisions, attributes of good suppliers, different types of sourcing, the sourcing process, evaluating suppliers, and developing partnerships and tiers among suppliers. Strategic sourcing aims to continuously improve procurement by reducing costs, maintaining quality, and creating alliances with suppliers to support long-term organizational goals. The sourcing process involves analysis, identifying suppliers, selection, contracting, integration, and monitoring performance.
Supplier Relationship Management takes traditional sourcing methods to the next level. While the sourcing process uses Requests for Proposals (RFPs) and templated one-way communications to select suppliers and derive the most upfront value for contracted services or products, SRM uses processes, principles, communications and tools to help companies better manage their existing suppliers within all areas of the company during the entire supplier lifecycle.
IBM would likely develop long-term, collaborative relationships with Keytronic focused on mutual benefits rather than individual transactions. Relationship purchasing requires focus on supplier retention through close cooperation and information sharing to improve factors like price, quality, and delivery. These types of relationships are useful as they allow IBM and Keytronic to work together innovatively as partners to achieve their goals.
For the 'DimS' product, Paul should use a strategic alliance relationship strategy. This high-volume manufacturing industry benefits from a close, cooperative relationship where risks and rewards are shared. A strategic alliance allows for network sourcing through collaborative planning and is well-suited for the product's needs.
In this slideshare presentation we discuss Supplier Relationship & Performance Management (SRPM) and how you can link your HSEQ programme to this.
SRPM is the proactive management of supplier relationships to secure strategic advantage and to add value to your organisation.
Here’s what will be covered:
- An introduction to SRPM
- Why SRPM & who is involved
- Objectives, process, roles & responsibilities of SRPM
- The benefits of SRPM
- How to link your HSEQ programme to your SRPM
The recording to this webinar can be found here: http://www.mangolive.com/blog-mango/how-to-link-your-hseq-programme-to-your-supplier-relationship-and-performance-management-system
The document discusses supplier relationship management as a key process in supply chain management. It defines supply chain management as integrating business processes from suppliers to end customers to add value. It describes supplier relationship management as providing the structure for developing and maintaining relationships with suppliers, including performance agreements to balance the needs of both parties. The goal is to improve customer service, costs, and profits through collaborative relationships rather than transactional interactions.
Giles, from his immense experience in areas of procurement has learned that traditional forms of buyer-seller relationship management have run their course and are no longer delivering value that should be expected. Check this presentation, which is brought to you by the FMCG Confext team. Visit www.fmcgconfex.com to know more on the event.
The document summarizes Peter Woon's presentation on Agilent Technologies' implementation of Supplier Relationship Management (SRM) to enhance its supply chain competitiveness. It discusses Agilent's business need for a common SRM model, the key components of its SRM model including supplier stratification, governance, performance measurement, and supplier development. It also provides details on each of these components, examples of best practices, and how they are applied at Agilent.
The document discusses Procter & Gamble's (P&G) supplier evaluation and selection process. It describes P&G's strategic sourcing approach, key criteria for evaluating suppliers, and a supplier evaluation scorecard. It provides details on P&G's sourcing strategies for their Tide brand, including balancing competition and collaboration with suppliers and optimizing their expressive competition system to achieve various benefits. The document advocates for managing procurement through constantly re-evaluating procedures and sources to optimize organizational value.
Vendor Development as Strategic Alliance- Rakesh RavindranRakesh Ravindran
The document discusses vendor development and supplier partnerships. It notes trends toward outsourcing, improving quality, and integrating supplier systems. Successful partnerships are characterized by communication, mutual profitability, feedback, and information sharing. Selecting partners based on criteria like quality, cost, delivery, stability, and improvement. Developing suppliers involves determining mutual long-term benefits, prices, and ensuring the supplier has the needed capabilities.
This document outlines Topline Ltd.'s strategic procurement process. It introduces strategic procurement planning and describes Topline's procurement cycle. The goals of strategic procurement planning are to improve Topline's procurement culture, implement an effective procurement plan, improve quality and communication, and meet stakeholder expectations. Implementing strategic procurement planning across Topline's work functions will result in timely, cost-effective project delivery through collaboration, performance evaluation, and continuous improvement.
Supplier relationship management srm research 2013tdolder
Over the last twelve years that we have conducted the Supplier Relationship Management (SRM) Survey, the market for SRM has steadily grown and companies continue today to invest in these critical applications. The growth in this market is a testament to the importance of this survey.
In addition to an overview of the major players in the market, the vendor survey shares the experiences, issues and questions that we see daily as procurement professionals implementing and optimizing SRM. Within the document, our expert colleagues share their views and experiences on SRM, resulting in cutting-edge opinion that offers a unique perspective on different facets of SRM. Major themes include the Seven Strategies for Future Procurement, Procurement and Sustainability, Usability and Demand Management, Supply Chain Finance and Procurement and Innovation.
Furthermore, the reader can find vendor profiles describing the participating vendors in greater detail. The descriptions cover information related to their specialization, the total scope of their offering, their distinguishing characteristics compared to competitors, the types of solutions offered (SaaS/In-house etc.), implementations and markets targeted.
The document discusses effective supplier relationship management. It begins with an introduction and agenda. It then defines contract management and supplier management, explaining that supplier management covers all aspects of working with suppliers beyond specific contracts. It outlines key aspects of good supplier relationship management programs, including planning, resources, relationships, risk management, and payment. The document then provides case studies of supplier management programs at Fujitsu, Nokia, and Rexam and how they improved outcomes through segmentation, measurement, competition, and rewards. It stresses that successful programs require leadership, clear objectives, and communication.
Martin Kunz, VP Global Sourcing & CPO at Ahlstrom Corporation - Supplier rela...Global Business Events
The document outlines Martin Kunz's SRM model for identifying strategic suppliers. It discusses scoping the model, defining terms, establishing a cross-functional team, determining criteria and weightings, and the stratification process. The results section shows how suppliers can be analyzed by group, business area, and category. It recommends that sourcing drive the process, ensuring it is cross-functional and that criteria and weightings are thoroughly determined before execution, which requires a long-term roadmap and detailed implementation plan.
Ten Strategies for Best-in-Class Public Sector ProcurementBravoSolution
The document outlines 10 strategies for best-in-class public sector procurement: 1) Transforming the purchasing culture through vision, leadership, and measurement; 2) Starting with comprehensive spend analysis; 3) Driving political and local economic initiatives; 4) Elevating supplier selection through transparency and efficient RFQs; 5) Making firm supplier commitments through forecasting and guaranteeing volumes; 6) Centralizing purchasing and sourcing to realize savings; 7) Facilitating collaboration and sharing of best practices; 8) Adopting technology and training employees on new processes; 9) Focusing on developing employee skills to drive change; and 10) Partnering with suppliers that understand regulations and can customize offerings for public
The document discusses the need for greater collaboration between CMOs and CIOs in leveraging technology to improve customer experiences. It notes tensions in their existing relationship with different perceptions of effectiveness. CMOs and CIOs must work to understand each other's perspectives and priorities. Developing a strategic partnership can amplify their unique abilities to understand customers and deliver experiences through technology over time, moving from early stages of conflict to collaboration and joint creation of customer value.
20131003 Erste Group Procurement Supplier Relationship ManagementRobert SEMETHY
1) Erste Group Procurement (EGP) acts as the centralized procurement function for Erste Group, a large banking group operating in Central and Eastern Europe.
2) EGP was established in 2006 and has since expanded its operations by establishing subsidiaries across Central and Eastern Europe to serve Erste Group entities.
3) As the centralized procurement organization for Erste Group, EGP is responsible for managing the full source-to-pay process on a group-wide basis according to standardized policies and procedures.
This presentation will help you understand the supplier relationship management and supply chain relationships.
You may also see the interactive video lecture on this subject here: http://www.aims.education/study-online/supplier-relationship-management/
This document provides information on an organization's vendor quality improvement process from 2013-2014. It discusses upgrading existing vendors like HSG Machinings and Catcher & Co. castings. It also covers quality improvement efforts for existing and new castings, as well as bearing and housing machining. The document outlines the vendor selection process and provides examples of evaluation criteria and formats for selecting and developing vendors. It discusses strategies for negotiating contracts and common negotiation mistakes to avoid.
The document discusses vendor management systems. It defines a vendor as a third party that provides goods or services to a company. Vendor management is the process of controlling costs, ensuring quality, and mitigating risks through all stages of the business relationship with vendors. Effective vendor management includes creating clear processes, building relationships between organizations and vendors, and establishing service quality and governance practices. The document also outlines best practices for vendor selection, monitoring, and rating vendors based on parameters like pricing, quality, delivery, and service.
Vendor management involves controlling costs, driving service excellence, and mitigating risks from third-party vendors. It includes properly classifying vendors, performing due diligence on new vendors, assessing risks, managing contracts, and monitoring vendor performance on an ongoing basis. Effective vendor management can reduce costs, create loyal relationships, increase efficiencies, and protect an organization's brand. It is a top priority for businesses as it helps to mitigate risks from external vendors and optimize overall performance. The global e-commerce software market has seen constant annual growth of around 4.2% due to more companies adopting vendor management systems.
This document provides an overview and introduction to the world of retailing. It defines key terms like retailing and retailer. It discusses the differences between retail and wholesale operations. It also outlines the value retailers provide to both consumers and manufacturers. Retailers add value by breaking bulk, holding inventory, providing assortment and offering services. The document notes that retailing is a dynamic, high-tech industry with many career opportunities beyond just store-level jobs. It also emphasizes that retailers play an important role in the distribution channel.
Chapter 8 sourcing strategies and relationshipskurbi
The document outlines chapters on sourcing strategies and relationships. It discusses the nature of sourcing decisions, attributes of good suppliers, different types of sourcing, the sourcing process, evaluating suppliers, and developing partnerships and tiers among suppliers. Strategic sourcing aims to continuously improve procurement by reducing costs, maintaining quality, and creating alliances with suppliers to support long-term organizational goals. The sourcing process involves analysis, identifying suppliers, selection, contracting, integration, and monitoring performance.
Supplier Relationship Management takes traditional sourcing methods to the next level. While the sourcing process uses Requests for Proposals (RFPs) and templated one-way communications to select suppliers and derive the most upfront value for contracted services or products, SRM uses processes, principles, communications and tools to help companies better manage their existing suppliers within all areas of the company during the entire supplier lifecycle.
IBM would likely develop long-term, collaborative relationships with Keytronic focused on mutual benefits rather than individual transactions. Relationship purchasing requires focus on supplier retention through close cooperation and information sharing to improve factors like price, quality, and delivery. These types of relationships are useful as they allow IBM and Keytronic to work together innovatively as partners to achieve their goals.
For the 'DimS' product, Paul should use a strategic alliance relationship strategy. This high-volume manufacturing industry benefits from a close, cooperative relationship where risks and rewards are shared. A strategic alliance allows for network sourcing through collaborative planning and is well-suited for the product's needs.
In this slideshare presentation we discuss Supplier Relationship & Performance Management (SRPM) and how you can link your HSEQ programme to this.
SRPM is the proactive management of supplier relationships to secure strategic advantage and to add value to your organisation.
Here’s what will be covered:
- An introduction to SRPM
- Why SRPM & who is involved
- Objectives, process, roles & responsibilities of SRPM
- The benefits of SRPM
- How to link your HSEQ programme to your SRPM
The recording to this webinar can be found here: http://www.mangolive.com/blog-mango/how-to-link-your-hseq-programme-to-your-supplier-relationship-and-performance-management-system
The document discusses supplier relationship management as a key process in supply chain management. It defines supply chain management as integrating business processes from suppliers to end customers to add value. It describes supplier relationship management as providing the structure for developing and maintaining relationships with suppliers, including performance agreements to balance the needs of both parties. The goal is to improve customer service, costs, and profits through collaborative relationships rather than transactional interactions.
Giles, from his immense experience in areas of procurement has learned that traditional forms of buyer-seller relationship management have run their course and are no longer delivering value that should be expected. Check this presentation, which is brought to you by the FMCG Confext team. Visit www.fmcgconfex.com to know more on the event.
The document summarizes Peter Woon's presentation on Agilent Technologies' implementation of Supplier Relationship Management (SRM) to enhance its supply chain competitiveness. It discusses Agilent's business need for a common SRM model, the key components of its SRM model including supplier stratification, governance, performance measurement, and supplier development. It also provides details on each of these components, examples of best practices, and how they are applied at Agilent.
The document discusses Procter & Gamble's (P&G) supplier evaluation and selection process. It describes P&G's strategic sourcing approach, key criteria for evaluating suppliers, and a supplier evaluation scorecard. It provides details on P&G's sourcing strategies for their Tide brand, including balancing competition and collaboration with suppliers and optimizing their expressive competition system to achieve various benefits. The document advocates for managing procurement through constantly re-evaluating procedures and sources to optimize organizational value.
Vendor Development as Strategic Alliance- Rakesh RavindranRakesh Ravindran
The document discusses vendor development and supplier partnerships. It notes trends toward outsourcing, improving quality, and integrating supplier systems. Successful partnerships are characterized by communication, mutual profitability, feedback, and information sharing. Selecting partners based on criteria like quality, cost, delivery, stability, and improvement. Developing suppliers involves determining mutual long-term benefits, prices, and ensuring the supplier has the needed capabilities.
This document outlines Topline Ltd.'s strategic procurement process. It introduces strategic procurement planning and describes Topline's procurement cycle. The goals of strategic procurement planning are to improve Topline's procurement culture, implement an effective procurement plan, improve quality and communication, and meet stakeholder expectations. Implementing strategic procurement planning across Topline's work functions will result in timely, cost-effective project delivery through collaboration, performance evaluation, and continuous improvement.
Supplier relationship management srm research 2013tdolder
Over the last twelve years that we have conducted the Supplier Relationship Management (SRM) Survey, the market for SRM has steadily grown and companies continue today to invest in these critical applications. The growth in this market is a testament to the importance of this survey.
In addition to an overview of the major players in the market, the vendor survey shares the experiences, issues and questions that we see daily as procurement professionals implementing and optimizing SRM. Within the document, our expert colleagues share their views and experiences on SRM, resulting in cutting-edge opinion that offers a unique perspective on different facets of SRM. Major themes include the Seven Strategies for Future Procurement, Procurement and Sustainability, Usability and Demand Management, Supply Chain Finance and Procurement and Innovation.
Furthermore, the reader can find vendor profiles describing the participating vendors in greater detail. The descriptions cover information related to their specialization, the total scope of their offering, their distinguishing characteristics compared to competitors, the types of solutions offered (SaaS/In-house etc.), implementations and markets targeted.
The document discusses effective supplier relationship management. It begins with an introduction and agenda. It then defines contract management and supplier management, explaining that supplier management covers all aspects of working with suppliers beyond specific contracts. It outlines key aspects of good supplier relationship management programs, including planning, resources, relationships, risk management, and payment. The document then provides case studies of supplier management programs at Fujitsu, Nokia, and Rexam and how they improved outcomes through segmentation, measurement, competition, and rewards. It stresses that successful programs require leadership, clear objectives, and communication.
Martin Kunz, VP Global Sourcing & CPO at Ahlstrom Corporation - Supplier rela...Global Business Events
The document outlines Martin Kunz's SRM model for identifying strategic suppliers. It discusses scoping the model, defining terms, establishing a cross-functional team, determining criteria and weightings, and the stratification process. The results section shows how suppliers can be analyzed by group, business area, and category. It recommends that sourcing drive the process, ensuring it is cross-functional and that criteria and weightings are thoroughly determined before execution, which requires a long-term roadmap and detailed implementation plan.
Ten Strategies for Best-in-Class Public Sector ProcurementBravoSolution
The document outlines 10 strategies for best-in-class public sector procurement: 1) Transforming the purchasing culture through vision, leadership, and measurement; 2) Starting with comprehensive spend analysis; 3) Driving political and local economic initiatives; 4) Elevating supplier selection through transparency and efficient RFQs; 5) Making firm supplier commitments through forecasting and guaranteeing volumes; 6) Centralizing purchasing and sourcing to realize savings; 7) Facilitating collaboration and sharing of best practices; 8) Adopting technology and training employees on new processes; 9) Focusing on developing employee skills to drive change; and 10) Partnering with suppliers that understand regulations and can customize offerings for public
The document discusses the need for greater collaboration between CMOs and CIOs in leveraging technology to improve customer experiences. It notes tensions in their existing relationship with different perceptions of effectiveness. CMOs and CIOs must work to understand each other's perspectives and priorities. Developing a strategic partnership can amplify their unique abilities to understand customers and deliver experiences through technology over time, moving from early stages of conflict to collaboration and joint creation of customer value.
20131003 Erste Group Procurement Supplier Relationship ManagementRobert SEMETHY
1) Erste Group Procurement (EGP) acts as the centralized procurement function for Erste Group, a large banking group operating in Central and Eastern Europe.
2) EGP was established in 2006 and has since expanded its operations by establishing subsidiaries across Central and Eastern Europe to serve Erste Group entities.
3) As the centralized procurement organization for Erste Group, EGP is responsible for managing the full source-to-pay process on a group-wide basis according to standardized policies and procedures.
This presentation will help you understand the supplier relationship management and supply chain relationships.
You may also see the interactive video lecture on this subject here: http://www.aims.education/study-online/supplier-relationship-management/
This document provides information on an organization's vendor quality improvement process from 2013-2014. It discusses upgrading existing vendors like HSG Machinings and Catcher & Co. castings. It also covers quality improvement efforts for existing and new castings, as well as bearing and housing machining. The document outlines the vendor selection process and provides examples of evaluation criteria and formats for selecting and developing vendors. It discusses strategies for negotiating contracts and common negotiation mistakes to avoid.
The document discusses vendor management systems. It defines a vendor as a third party that provides goods or services to a company. Vendor management is the process of controlling costs, ensuring quality, and mitigating risks through all stages of the business relationship with vendors. Effective vendor management includes creating clear processes, building relationships between organizations and vendors, and establishing service quality and governance practices. The document also outlines best practices for vendor selection, monitoring, and rating vendors based on parameters like pricing, quality, delivery, and service.
Vendor management involves controlling costs, driving service excellence, and mitigating risks from third-party vendors. It includes properly classifying vendors, performing due diligence on new vendors, assessing risks, managing contracts, and monitoring vendor performance on an ongoing basis. Effective vendor management can reduce costs, create loyal relationships, increase efficiencies, and protect an organization's brand. It is a top priority for businesses as it helps to mitigate risks from external vendors and optimize overall performance. The global e-commerce software market has seen constant annual growth of around 4.2% due to more companies adopting vendor management systems.
This document provides an overview and introduction to the world of retailing. It defines key terms like retailing and retailer. It discusses the differences between retail and wholesale operations. It also outlines the value retailers provide to both consumers and manufacturers. Retailers add value by breaking bulk, holding inventory, providing assortment and offering services. The document notes that retailing is a dynamic, high-tech industry with many career opportunities beyond just store-level jobs. It also emphasizes that retailers play an important role in the distribution channel.
Total cost of ownership (TCO) considers all direct and indirect costs associated with purchasing, owning, and disposing of a good or service from a supplier. TCO includes acquisition costs, ownership costs like maintenance and downtime, and post-ownership costs like warranty repairs or environmental impact. Calculating TCO allows managers to make informed supplier selection and negotiation decisions based on the total lifetime costs rather than just the purchase price. TCO analysis provides benefits like improved performance measurement, decision making, communication, insight, and support for continuous improvement efforts. However, cultural resistance to change, lack of education and resources can present barriers to implementing a TCO approach.
This document discusses relationship marketing. It defines relationship marketing as building long-term relationships with key parties like customers and suppliers to earn and retain business. Relationship marketing focuses on interactions within networks and developing strong economic, technical and social ties. It differs from transactional marketing which focuses on one-time sales. Relationship marketing emphasizes customer lifetime value and loyalty through satisfaction. It involves different levels from basic to partnership marketing. Relationship marketing is important because it is more profitable to retain existing customers than attract new ones.
This document discusses concepts related to global sourcing, outsourcing, ASPs, and ERP systems. It defines key terms, explores different types of outsourcing relationships and the determinants of competitive advantage. Porter's five forces model and Moore's business ecosystem concept are examined. The functions and potential benefits of ERP systems are outlined, along with implementation requirements and challenges. Quotes from industry experts provide real-world perspectives on ERP objectives, problems experienced, and advice for others implementing ERP.
Everyone "knows" that B2B customers buy products when you show them the economic advantages of buying your offering. Often, you can develop a strong economic argument without collecting massive amounts of data, installing enterprise software systems or spending a ton of money. In this webinar, Jim Geisman of Software Pricing Partners shares his extensive experience working with companies to sharpen their value propositions.
Jim Geisman provides practical advice and tips that have helped B2B marketing and sales professionals in companies ranging in size from global companies to start-ups.
Effective supplier management can provide step change impact to a businessPetra Smith
Effective supplier relationship management (SRM) can provide significant benefits to businesses:
1) SRM sustains and enhances sourcing benefits through ongoing cost reductions, improved quality and service levels, and innovation.
2) It enables businesses to leverage scale and volume across contracts and suppliers.
3) SRM moves beyond traditional adversarial procurement approaches to collaborative long-term relationships.
4) By building trust and alignment, SRM mitigates risks of opportunism after contracts change and helps businesses adapt to impactful events.
The 3PL industry faces increasing pressure to reduce costs while improving service quality and speed. To remain competitive and profitable, 3PLs must provide strategic value to customers through continuous improvement initiatives. Customers now expect demonstrable reductions in supply chain costs from 3PL partners and view continuous improvement programs as essential. An effective CI program leverages existing resources to rapidly improve business processes through tools like Lean and Six Sigma. It also engages customers to focus on mutually agreed metrics and gain-sharing.
Webinar on the shift in measuring customer differentiation from satisfaction to engagement, where customers emotionally connect with the service organization versus simply receive service within preestablished time limits. Source of competition for companies looking to differentiate themselves on other than simply price.
The document summarizes a presentation at the 2009 Global Workforce Symposium on service level agreements (SLAs). It discusses how SLAs are increasingly used by procurement and purchasing teams to evaluate service providers. It also outlines some typical challenges in working with SLAs, such as having too many metrics, metrics being too difficult to achieve, metrics being too complicated, and penalties being too expensive. The presentation then provides advice on developing effective SLAs, such as keeping them simple, setting realistic thresholds, and focusing on continuous improvement.
The document summarizes a presentation on service level agreements (SLAs) between business and their clients. It discusses how SLAs are now playing a more important role in procurement as personal contacts are replaced by negotiations led by procurement specialists. It also outlines some typical challenges in working with SLAs, such as having too many metrics, metrics that are too difficult to achieve, overcomplicated metrics, and metrics that put too much contract value at risk. Finally, it provides best practices for developing effective SLAs.
The document is an agenda for a presentation on the engaged enterprise through integration of Microsoft Dynamics and IBM WebSphere. The presentation discusses how Dynamics CRM and AX can help organizations capitalize on complexity, rapidly implement changes, and leverage new partnerships through flexible integration enabled by WebSphere. It provides overviews of Dynamics CRM and AX and highlights their benefits for improving customer interactions, sales effectiveness, and coordination across applications.
Supply chain risks mitigation 120515 ahmed aliyu_lawalAliyu Ahmed
This document discusses supply chain risks and how collaboration can help mitigate those risks. It first outlines challenges in today's supply chains like faster growth and globalization that have made supply chains more vulnerable to disruptions. When disruptions occur, they can result in huge costs to businesses. The document then discusses how the resource-based view theory supports collaborating resources and capabilities across a supply chain for strategic flexibility and risk control. Collaboration is defined as sharing information based on mutual benefits. The benefits, risks, and examples of collaboration are provided. The conclusion is that collaboration through strategic partnerships and information sharing can help establish mutually beneficial goals and mitigate risks.
Multisourcing is a new global trend that involves blending services from internal and external providers to pursue business goals. It leverages multiple specialist teams to improve quality, costs, and time-to-market over traditional outsourcing approaches. Critical success factors include having a clear strategy and governance model, managing relationships rather than transactions, and implementing measurements to manage complexity. Making multisourcing work requires visibility, coordination, and integration across partner boundaries.
Supply chain risks mitigation 080515 ahmed aliyu_lawalAliyu Ahmed
This document discusses how collaboration can be used as a tool to mitigate risks in the supply chain. It outlines challenges in today's supply chains like faster growth and globalization. Surveys show that disruptions are common, costing companies millions. The resource-based view theory holds that configuring resources through collaboration can provide advantages and control risks. Collaboration requires sharing information for mutual benefit. The document provides examples of successful collaborations and discusses how both internal and external partnerships can help companies mitigate supply chain risks.
Supply chain risks mitigation 120515 ahmed aliyu_lawalAliyu Ahmed
The document discusses supply chain risks and how collaboration can help mitigate those risks. It first outlines challenges in today's supply chains like faster growth and globalization that have made supply chains more vulnerable to disruptions. Examples of disruptions that cost companies millions are provided. The document then discusses how the resource-based view theory supports collaborating across a supply chain to achieve flexibility and control risks. Benefits of collaboration include establishing partnerships to share goals, information, and processes in order to mitigate risks. The conclusion reiterates that collaboration is an important practice for industries to fit their specific needs in managing supply chain risks.
The document summarizes several Power BI dashboards and reports created to solve business problems:
1) A PowerPivot dashboard combining data from multiple sources to decrease monthly reporting costs for marketing campaign analysis.
2) A PowerPivot tool applying selection criteria to multiple data sources, delivering partner segmentation for 5% of prior costs.
3) A SQL and Reporting Services solution automating monthly reporting from 3 weeks to 3 days with better data.
Supply chain risks mitigation 080515 ahmed aliyu_lawalAliyu Ahmed
This document discusses how collaboration can be used as a tool to mitigate supply chain risks. It outlines challenges in today's supply chains such as faster growth and globalization. Surveys show that most companies experience supply chain disruptions that result in high costs. The document advocates for collaboration between supply chain partners based on the resource-based view theory. It provides examples of how information sharing and strategic partnerships can help companies establish mutually beneficial goals and drive performance. The benefits of collaboration include risk mitigation while the risks include potential competitive behaviors if not managed properly. Overall, the document argues that collaboration is an important strategy for companies to configure resources and build resilience against supply chain disruptions.
Proof CEO Presentation to IPR Research SymposiumProof Analytics
The document summarizes insights from a research symposium on current trends, challenges, and risks in marketing, communications, and analytics. Some key findings include: centralization of data and analytics often fails to provide actionable insights; analytics teams lack knowledge of what they analyze; and most business professionals cannot use BI tools. Additionally, aggregating and optimizing data remains a challenge. The presentation calls for increased accountability, new compensation models based on proven impact, standardized measurement metrics, and third party auditing of performance and impact.
Bill Stankiewicz Copy Of Cvcr Summer 2010 NewsletterBillStankiewicz
Bill was also on the Board of Directors for the St.Vincent DePaul Foodbank in Roseville California helping with the fund raising and meals to the poor program. While based in Northern California he was successful in fund raising programs for the Crusade of Mercy and helped Father Dan Madigan at the Sacramento Food Bank also. For 2008, Bill is a member of the Board for WORKTEC on also an Advisory Board Member for Boys and Girls Club for Metro Atlanta-Clayton County Chapter. See www.worktec.biz or www.bgcma.org . Bill is also on the Board of Directors for the Southeastern Warehouse Association & represents Georgia for 2010-2012.
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse
Current contracting practices are ineffective, wasteful, inhibit competition and innovation, and disproportionately impact small businesses. This is due to megacontracts that bundle work, lack of enforcement of small business goals, and outdated regulations. A six-part plan is proposed: 1) unbundle megacontracts, 2) shift small business goals to agencies, 3) streamline small business acquisitions, 4) limit small business set-asides, 5) modernize size standards, and 6) improve information sharing. This would create a more sustainable environment for small business growth and innovation.
This document provides an introduction and overview of a management consulting firm called Wilson Perumal & Company (WP&C). Some key points:
- WP&C helps companies address complex issues that cut across strategy and operations, with a focus on complexity. They have expertise in strategy, operations, and risk management.
- They have worked with leading companies across industries on projects involving issues like product profitability, logistics strategy, and operational risk reduction.
- Their clients praise their results-driven approach and insights. WP&C combines the talent of large strategy firms with the engagement of a smaller firm.
- The firm's consultants have diverse real-world experience from companies like Danaher,
From insight to action - data analysis that makes a difference! - Heena JethwaIBM SPSS Denmark
Presentation from an IBM Business Analytics seminar, held the 22th of november 2012 at IBM Client Center Nordic.
Description:
Global competition has increased, and the need to meet customer demands has never been more important. It is essential that all parts of the company work efficiently to achieve success. IBM SPSS Predictive Analytics can help you increase efficiency and reduce costs at every stage of your operational processes. Predictive Analytics helps your organization to capture structured and textual data, so you can better manage its assets, maintain the infrastructure and capital equipment, as well as maximize the performance of your people, processes and assets.
Heena Jethwa, Program Director - Predictive Analytics Market Strategy, IBM
A service product comprises tangible and intangible elements that create value for customers. The core product is accompanied by supplementary services that facilitate and enhance the customer experience. Together, the core product and supplementary services make up the service concept. Marketers must identify all elements of the service and decide which to include as part of the overall offering.
The document discusses a course on decision making skills that aims to build analytical abilities, capabilities for decision making, and understanding of issues affecting organizations. The main teaching method is case studies, which present real-life business problems. Students must integrate knowledge from various business functions to analyze cases and recommend solutions. A sample case involves a hotel deciding whether to accept a promotional offer from a cricket event management team involving discounted rooms. While the hotel has spare capacity, accepting would result in lost revenue and dissatisfied regular customers. For marketing, financial, and HR reasons, the management should refuse the deal.
The document outlines the typical structure and contents of a research report, including 5 chapters. Chapter 1 introduces the topic and conceptual framework. Chapter 2 reviews relevant literature, provides the rationale and objectives of the study. Chapter 3 describes the research methodology, including the design, data collection tools, and analysis methods. Chapter 4 presents and discusses the results. Chapter 5 states the conclusions, implications, limitations, and scope for future work. The document then provides examples of the contents of Chapters 1-3 for a research report on analyzing the financial performance of Sintex Industries Ltd. over the last 3 years. It discusses the company background, products, achievements and financial analysis methods like ratio analysis.
This document provides guidelines for formatting a research paper, including specifying the font and formatting for the title, author names, abstract, introduction, objectives, literature review, methodology, comparison, major results, and conclusion sections, as well as references in APA style. The introduction should be around 1000 words and cover the conceptual framework, variable definitions, and industry sector growth. The literature review should also be 1000 words. The comparison section should be 500 words and major results 1500 words.
COULD THE CHALLENGER ACCIDENT HAVE BEEN AVOIDEDAja Aj
The document analyzes the 1986 Challenger space shuttle accident that resulted in 7 deaths. It identifies problems with communication between technicians and management at NASA, as technicians warned of technical faults with the shuttle but management disregarded their concerns and felt pressure to launch from NASA. The document proposes developing proper communication channels between technicians and management, ensuring management listens to technicians' views without fear of reprisal, and having freedom of expression to prevent similar tragedies from occurring.
This document provides an introduction to business ethics. It defines business ethics as the study of business situations, activities, and decisions where issues of right and wrong are addressed. It distinguishes business ethics from morality and the law. Morality refers to norms and values that define right and wrong, ethics is the study and rationalization of morality through reasoned principles and theories, and the law establishes minimum acceptable standards of behavior. The document outlines some of the debates around business ethics and discusses the importance of studying ethics in business decision-making.
The document provides an overview of the immune system, including its components, cells, tissues, organs, and response mechanisms. It discusses the innate and adaptive immune responses, antigen recognition by innate immune cells and lymphocytes, maturation and activation of B and T cells, and the effector mechanisms that eliminate antigens. The major topics covered include pattern recognition receptors, antigen processing and presentation, T and B cell receptors, antibody production, signal transduction pathways, and the roles of phagocytes, dendritic cells, natural killer cells, and T cell subsets in the immune response.