Management dashboards focus on key performance indicators to help executives and managers monitor organizational goals. The balanced scorecard is a strategic planning tool used by businesses to align activities with vision/strategy and monitor performance. CHEP is a leading pallet pooling company focused on developing efficient, safe and sustainable supply chains. It uses metrics to measure factors like process effectiveness, communication, sustainability, risk minimization, and innovation to continuously improve operations and customer service.
DW Express Limited is a logistics company established in 2003 that specializes in sea and air freight, consolidation, packaging, transport, warehousing, and customs clearance. They have partners across major ports and airports globally. The company has grown progressively by offering reliable and timely services to clients in all continents. They provide tailored logistics solutions from origin to destination, including import/export, door-to-door delivery, warehousing, documentation, packaging, and cargo tracking. DW Express aims to be a market leader through reliable, cost-effective, and secure logistics solutions with a focus on integrity, timeliness, quality, and customer service.
ABCC INDIA Transport Corporation Company ProfileR KUMAR
ABCC India Transport Corporation provides transportation and logistics services across India and internationally. It has over 40 years of experience and a large fleet of vehicles including trucks, trailers, and tempos. ABCC prides itself on quality service, safety, and ensuring on-time deliveries. It specializes in transporting oversized cargo, project goods, containers, and more. ABCC has various branches across India and aims to exceed customer expectations with integrity and innovation.
The document discusses Key Performance Indicators (KPIs), which are quantifiable measurements that reflect an organization's critical success factors. KPIs must be clearly defined, measurable, and directly linked to organizational goals. They should be limited in number and focused on factors most important for success. Properly defined KPIs can be used to manage performance by ensuring all employees work towards meeting targets.
This document discusses key performance indicators (KPIs) for the job description of an account position. It provides information on developing KPIs, including defining objectives and key result areas, identifying tasks, and determining how to measure results. The document recommends that KPIs be clearly linked to strategy and empower employees. It also warns against creating too many KPIs and notes that KPIs should change based on goals. Various types of KPIs are defined such as process, input, output, leading, and lagging KPIs. The document directs the reader to an online source for additional KPI samples and materials.
This document discusses key performance indicators (KPIs) for a shipping operations manager position. It provides examples of KPIs, performance appraisal methods, and the key result areas (KRAs) that should be considered when developing KPIs for this role. The document also outlines best practices for creating effective KPIs, such as linking them to organizational strategy and ensuring they empower employees. Additional KPI resources can be found on the kpi123.com website.
DHL is a global logistics company with over 285,000 employees operating in over 220 countries. It provides air freight, ocean freight, road and rail freight services as well as warehousing and distribution. DHL also offers supply chain solutions including planning, sourcing, production, storage, delivery and returns. Additionally, DHL provides express shipping services, global mail services, and green solutions programs. Aramex is a leading logistics provider established in 1982 with over 12,300 employees in 353 locations across 60 countries. It offers transportation, warehousing, facility management and supply chain management services. Both companies have received TAPA security certifications for many of their facilities.
CC Logistics is a privately owned transportation and logistics company based in South Africa that has been in operation for 18 years. It specializes in cargo transportation between South Africa, Namibia, Botswana, Angola, and Zambia, catering mainly to the mining industry. The company aims to provide affordable and efficient transportation services using a fleet of various trucks and trailers. It prides itself on excellent customer service, safety standards, and on-time delivery through measures like driver training and vehicle tracking.
DW Express Limited is a logistics company established in 2003 that specializes in sea and air freight, consolidation, packaging, transport, warehousing, and customs clearance. They have partners across major ports and airports globally. The company has grown progressively by offering reliable and timely services to clients in all continents. They provide tailored logistics solutions from origin to destination, including import/export, door-to-door delivery, warehousing, documentation, packaging, and cargo tracking. DW Express aims to be a market leader through reliable, cost-effective, and secure logistics solutions with a focus on integrity, timeliness, quality, and customer service.
ABCC INDIA Transport Corporation Company ProfileR KUMAR
ABCC India Transport Corporation provides transportation and logistics services across India and internationally. It has over 40 years of experience and a large fleet of vehicles including trucks, trailers, and tempos. ABCC prides itself on quality service, safety, and ensuring on-time deliveries. It specializes in transporting oversized cargo, project goods, containers, and more. ABCC has various branches across India and aims to exceed customer expectations with integrity and innovation.
The document discusses Key Performance Indicators (KPIs), which are quantifiable measurements that reflect an organization's critical success factors. KPIs must be clearly defined, measurable, and directly linked to organizational goals. They should be limited in number and focused on factors most important for success. Properly defined KPIs can be used to manage performance by ensuring all employees work towards meeting targets.
This document discusses key performance indicators (KPIs) for the job description of an account position. It provides information on developing KPIs, including defining objectives and key result areas, identifying tasks, and determining how to measure results. The document recommends that KPIs be clearly linked to strategy and empower employees. It also warns against creating too many KPIs and notes that KPIs should change based on goals. Various types of KPIs are defined such as process, input, output, leading, and lagging KPIs. The document directs the reader to an online source for additional KPI samples and materials.
This document discusses key performance indicators (KPIs) for a shipping operations manager position. It provides examples of KPIs, performance appraisal methods, and the key result areas (KRAs) that should be considered when developing KPIs for this role. The document also outlines best practices for creating effective KPIs, such as linking them to organizational strategy and ensuring they empower employees. Additional KPI resources can be found on the kpi123.com website.
DHL is a global logistics company with over 285,000 employees operating in over 220 countries. It provides air freight, ocean freight, road and rail freight services as well as warehousing and distribution. DHL also offers supply chain solutions including planning, sourcing, production, storage, delivery and returns. Additionally, DHL provides express shipping services, global mail services, and green solutions programs. Aramex is a leading logistics provider established in 1982 with over 12,300 employees in 353 locations across 60 countries. It offers transportation, warehousing, facility management and supply chain management services. Both companies have received TAPA security certifications for many of their facilities.
CC Logistics is a privately owned transportation and logistics company based in South Africa that has been in operation for 18 years. It specializes in cargo transportation between South Africa, Namibia, Botswana, Angola, and Zambia, catering mainly to the mining industry. The company aims to provide affordable and efficient transportation services using a fleet of various trucks and trailers. It prides itself on excellent customer service, safety standards, and on-time delivery through measures like driver training and vehicle tracking.
The document discusses key performance indicators (KPIs) for a credit risk manager position. It provides examples of KPIs, steps for creating KPIs, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting kpi123.com for additional KPI samples, performance appraisal forms, review methods and phrases to help evaluate a credit risk manager's job performance.
Softengi Software Development Company ProfileSoftengi
Softengi is a Ukrainian IT outsourcing service provider, which made its start in 1995, with more than 150 IT professionals daily implementing the business needs of our customers all over the world.
The company is The 2014 Global Outsourcing 100 ranked outsourcer, a member of Intecracy Group IT-consortium and Microsoft Gold certified partner.
Softengi's main competencies are outsourcing software development, establishment of development centers, outsourcing of IT business processes, IT consulting, development of solutions for business (based on Microsoft SharePoint), as well as providing customers its personnel for specific projects (IT-outstuffing).
Among Softengi’s customers there are such world-known companies as Enviance Inc. (cooperating with McDonalds, DuPont, Walmart, Chevron and FujiFilm), Ingersoll-Rand, the Boeing Company, Peterbilt Inc., PZU, Zeppelin and others.
Our exclusive value is “Inspired software engineering” – Softengi makes thoughtful solutions, being totally focused on customer’s expectations and turning into reality the business dreams of our clients.
Customer benefits and new opportunities for logistics services,
Achim Glass,
Head of Global Automotive Vertical
2018 Serbian Logistics Association Conference
Belgrade, November 6th 2018
ASI Logistics is a global logistics and supply chain solutions provider founded in 2008 in Shanghai, China. It has over 200 employees in 10 offices across 5 countries. The company provides air and ocean freight forwarding, customs clearance, warehousing and distribution, and value-added services like co-packing. It aims to offer customized solutions with a customer focus, proactivity, and flexibility. Major clients include retailers and brands in various industries.
The document is a confidential investor presentation for Q4 2017. It provides an overview of the company, including its financial services, key metrics like revenue and growth rates, industry solutions, and global operations. It highlights the company's consistent organic revenue growth, diversified portfolio, high revenue visibility, strong profitability and cash flow. Financial highlights show the company has a balanced revenue mix across industries and geographies with no single client over 10% of revenue.
The business environment is changing fast. Change wrought by the pace and complexity of digital adoption and creating fundamental changes in customer behaviour, challenging the traditional environment. Bringing significant opportunities for those who embrace and adapt; but real consequences for those who don’
Kerry Logistics is a global logistics company with a presence in 24 countries and over 15,000 employees. It has a diversified service portfolio and serves one-third of the top 100 global brands. The company has a strong Asian footprint and heritage in the region dating back 60 years to some of the first investments in China. It operates over 2.4 million square meters of logistics facilities including multiple strategically located centres in Asia. Kerry Logistics aims to be a reliable and flexible partner for its customers' long term growth needs.
The document discusses the mobile telecommunication industry in Sri Lanka and how the business environment affects it. There are 5 main mobile operators in Sri Lanka. The key factors that influence the industry are the demographic environment like population, age, jobs which impact usage; political and legal factors like taxes and regulations; the economic environment like GDP and unemployment; technological advances in areas like 4G; and natural environment issues around installations. The socio-cultural environment like changing lifestyles also drives changes in the industry.
This document discusses key performance indicators (KPIs) for a stores manager position. It provides information on developing KPIs, including identifying key result areas, tasks, and methods for measuring results. The document also discusses common types of KPIs and mistakes to avoid when creating KPIs, such as having too many metrics or metrics that do not change based on goals. Additional KPI materials and resources are referenced that can be found on the website kpi123.com.
Dialog Axiata implemented a submarine cable project to address weaknesses in its existing satellite infrastructure. The $240 million Bay of Bengal Gateway cable provided 6.4 terabits per second of capacity and faster internet speeds. Customer complaints decreased 53.33% after implementation. The cable generates revenue through leased lines to corporate customers and positions Dialog for future expansion and profitability. Careful planning including meetings, approvals, and addressing issues like cable repairs were essential for the project's success.
A STUDY ON CUSTOMER’S SATISFACTION MARKS CARGO PRIVATE LIMITED - 2Yogesh Santhan
This study entitled “A STUDY ON CUSTOMER’S SATISFACTION AT MARKS CARGO PRIVATE LIMITED, PONDICHERRY” is based on the services provided such as experience and opinion of the customers. By using their feedback it enables to determine the effectiveness.
This project explains ways in which customers feedback to implement the changes in the process can be used in long run. The primary data was collected from 54 customers from various industry sectors. The collected data were analyzed and it’s found that majority of them were aware and satisfied with the current services and have participated also. They suggest that certain aspects of the services and its process could be redefined and they should be updated based on the feedback of the customers towards it.
The study not only projects the current status of organization service process but also serves as a stepping stone to remedial measure for MARKS CARGO PRIVATE LIMITED.
Mobitel is Sri Lanka's first mobile service provider established in 1993 as a fully owned subsidiary of Sri Lanka Telecom. With over 5 million customers, Mobitel offers a variety of mobile and internet services. The organization utilizes information systems at strategic, tactical, and operational levels for functions like marketing, accounting, and management decision making. Mobitel has implemented ERP, CRM, and other systems to automate processes and improve communication, efficiency, and decision making across the large organization.
- The document discusses an overview presentation on SAP S/4HANA given by Accenture.
- It introduces S/4HANA and highlights key areas like simplification, data model changes, suites and products, and digital core.
- Demo sections show the simplification list, Fiori apps library and launchpad extensibility, and how embedded analytics can enrich business processes.
- Key takeaways note the differences between SAP HANA, S/4HANA, and S/4HANA Enterprise Management, and how add-ons are being integrated over time.
This document discusses managing returnable packaging in the supply chain. It outlines considerations for choosing between display ready cartons and returnable plastic containers. Key steps in managing returnable packaging include scoping projects across the supply chain, prioritizing products, and ensuring total supply chain cost reduction targets are met. The document also provides an example of CHEP's value proposition in innovatively designing and processing returnable packaging.
CHEP is the world's largest pallet and container pooling company that aims to streamline the supply chain process. It operates in 37 countries across six continents and has over 160 million pallets and 34 million containers. CHEP removes non-value added activities from the supply chain by providing consistent, high-quality pallets and containers that are repaired and inspected to strict standards. Using CHEP's pooling services can provide benefits such as reducing costs, improving warehouse and transportation efficiencies, decreasing product damage, and enhancing customer service and environmental sustainability.
Project managers use Key Performance Indicators (KPIs) and dashboards to monitor and communicate the status of a project. KPIs should be measurable metrics that indicate if objectives are being met. Effective KPIs are specific, measurable, attainable, relevant and time-bound. KPIs can be quantitative or qualitative and should be selected to provide insights without overwhelming stakeholders with too much data. Dashboards consolidate multiple KPIs using visual widgets like charts, tables and gauges to give viewers a quick status update in an easy to understand format.
This document discusses quality management dashboards and provides resources for creating them. It explains that a quality management dashboard can track key metrics and analyses on a single page report to help focus quality improvement efforts. The dashboard simplifies reporting and allows managers to monitor quality performance and issues at a glance. The document also lists several quality management tools that can be incorporated into a dashboard, such as check sheets, control charts, Pareto charts, scatter plots, and histograms. These tools help identify problems, analyze causes, and prioritize corrective actions.
Our Platforms and solutions enable your supply chain to meet your profitability and sustainability goals, without having to compromise one for the other.
The document discusses key performance indicators (KPIs) for a credit risk manager position. It provides examples of KPIs, steps for creating KPIs, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting kpi123.com for additional KPI samples, performance appraisal forms, review methods and phrases to help evaluate a credit risk manager's job performance.
Softengi Software Development Company ProfileSoftengi
Softengi is a Ukrainian IT outsourcing service provider, which made its start in 1995, with more than 150 IT professionals daily implementing the business needs of our customers all over the world.
The company is The 2014 Global Outsourcing 100 ranked outsourcer, a member of Intecracy Group IT-consortium and Microsoft Gold certified partner.
Softengi's main competencies are outsourcing software development, establishment of development centers, outsourcing of IT business processes, IT consulting, development of solutions for business (based on Microsoft SharePoint), as well as providing customers its personnel for specific projects (IT-outstuffing).
Among Softengi’s customers there are such world-known companies as Enviance Inc. (cooperating with McDonalds, DuPont, Walmart, Chevron and FujiFilm), Ingersoll-Rand, the Boeing Company, Peterbilt Inc., PZU, Zeppelin and others.
Our exclusive value is “Inspired software engineering” – Softengi makes thoughtful solutions, being totally focused on customer’s expectations and turning into reality the business dreams of our clients.
Customer benefits and new opportunities for logistics services,
Achim Glass,
Head of Global Automotive Vertical
2018 Serbian Logistics Association Conference
Belgrade, November 6th 2018
ASI Logistics is a global logistics and supply chain solutions provider founded in 2008 in Shanghai, China. It has over 200 employees in 10 offices across 5 countries. The company provides air and ocean freight forwarding, customs clearance, warehousing and distribution, and value-added services like co-packing. It aims to offer customized solutions with a customer focus, proactivity, and flexibility. Major clients include retailers and brands in various industries.
The document is a confidential investor presentation for Q4 2017. It provides an overview of the company, including its financial services, key metrics like revenue and growth rates, industry solutions, and global operations. It highlights the company's consistent organic revenue growth, diversified portfolio, high revenue visibility, strong profitability and cash flow. Financial highlights show the company has a balanced revenue mix across industries and geographies with no single client over 10% of revenue.
The business environment is changing fast. Change wrought by the pace and complexity of digital adoption and creating fundamental changes in customer behaviour, challenging the traditional environment. Bringing significant opportunities for those who embrace and adapt; but real consequences for those who don’
Kerry Logistics is a global logistics company with a presence in 24 countries and over 15,000 employees. It has a diversified service portfolio and serves one-third of the top 100 global brands. The company has a strong Asian footprint and heritage in the region dating back 60 years to some of the first investments in China. It operates over 2.4 million square meters of logistics facilities including multiple strategically located centres in Asia. Kerry Logistics aims to be a reliable and flexible partner for its customers' long term growth needs.
The document discusses the mobile telecommunication industry in Sri Lanka and how the business environment affects it. There are 5 main mobile operators in Sri Lanka. The key factors that influence the industry are the demographic environment like population, age, jobs which impact usage; political and legal factors like taxes and regulations; the economic environment like GDP and unemployment; technological advances in areas like 4G; and natural environment issues around installations. The socio-cultural environment like changing lifestyles also drives changes in the industry.
This document discusses key performance indicators (KPIs) for a stores manager position. It provides information on developing KPIs, including identifying key result areas, tasks, and methods for measuring results. The document also discusses common types of KPIs and mistakes to avoid when creating KPIs, such as having too many metrics or metrics that do not change based on goals. Additional KPI materials and resources are referenced that can be found on the website kpi123.com.
Dialog Axiata implemented a submarine cable project to address weaknesses in its existing satellite infrastructure. The $240 million Bay of Bengal Gateway cable provided 6.4 terabits per second of capacity and faster internet speeds. Customer complaints decreased 53.33% after implementation. The cable generates revenue through leased lines to corporate customers and positions Dialog for future expansion and profitability. Careful planning including meetings, approvals, and addressing issues like cable repairs were essential for the project's success.
A STUDY ON CUSTOMER’S SATISFACTION MARKS CARGO PRIVATE LIMITED - 2Yogesh Santhan
This study entitled “A STUDY ON CUSTOMER’S SATISFACTION AT MARKS CARGO PRIVATE LIMITED, PONDICHERRY” is based on the services provided such as experience and opinion of the customers. By using their feedback it enables to determine the effectiveness.
This project explains ways in which customers feedback to implement the changes in the process can be used in long run. The primary data was collected from 54 customers from various industry sectors. The collected data were analyzed and it’s found that majority of them were aware and satisfied with the current services and have participated also. They suggest that certain aspects of the services and its process could be redefined and they should be updated based on the feedback of the customers towards it.
The study not only projects the current status of organization service process but also serves as a stepping stone to remedial measure for MARKS CARGO PRIVATE LIMITED.
Mobitel is Sri Lanka's first mobile service provider established in 1993 as a fully owned subsidiary of Sri Lanka Telecom. With over 5 million customers, Mobitel offers a variety of mobile and internet services. The organization utilizes information systems at strategic, tactical, and operational levels for functions like marketing, accounting, and management decision making. Mobitel has implemented ERP, CRM, and other systems to automate processes and improve communication, efficiency, and decision making across the large organization.
- The document discusses an overview presentation on SAP S/4HANA given by Accenture.
- It introduces S/4HANA and highlights key areas like simplification, data model changes, suites and products, and digital core.
- Demo sections show the simplification list, Fiori apps library and launchpad extensibility, and how embedded analytics can enrich business processes.
- Key takeaways note the differences between SAP HANA, S/4HANA, and S/4HANA Enterprise Management, and how add-ons are being integrated over time.
This document discusses managing returnable packaging in the supply chain. It outlines considerations for choosing between display ready cartons and returnable plastic containers. Key steps in managing returnable packaging include scoping projects across the supply chain, prioritizing products, and ensuring total supply chain cost reduction targets are met. The document also provides an example of CHEP's value proposition in innovatively designing and processing returnable packaging.
CHEP is the world's largest pallet and container pooling company that aims to streamline the supply chain process. It operates in 37 countries across six continents and has over 160 million pallets and 34 million containers. CHEP removes non-value added activities from the supply chain by providing consistent, high-quality pallets and containers that are repaired and inspected to strict standards. Using CHEP's pooling services can provide benefits such as reducing costs, improving warehouse and transportation efficiencies, decreasing product damage, and enhancing customer service and environmental sustainability.
Project managers use Key Performance Indicators (KPIs) and dashboards to monitor and communicate the status of a project. KPIs should be measurable metrics that indicate if objectives are being met. Effective KPIs are specific, measurable, attainable, relevant and time-bound. KPIs can be quantitative or qualitative and should be selected to provide insights without overwhelming stakeholders with too much data. Dashboards consolidate multiple KPIs using visual widgets like charts, tables and gauges to give viewers a quick status update in an easy to understand format.
This document discusses quality management dashboards and provides resources for creating them. It explains that a quality management dashboard can track key metrics and analyses on a single page report to help focus quality improvement efforts. The dashboard simplifies reporting and allows managers to monitor quality performance and issues at a glance. The document also lists several quality management tools that can be incorporated into a dashboard, such as check sheets, control charts, Pareto charts, scatter plots, and histograms. These tools help identify problems, analyze causes, and prioritize corrective actions.
Our Platforms and solutions enable your supply chain to meet your profitability and sustainability goals, without having to compromise one for the other.
e-Collaboration on Asia Pallet Pool SystemECR Community
The document discusses a collaboration between LogisALL Group and Japan Pallet Rental Corp. to operate the Asia Pallet Pool system (APP), an e-collaboration pallet pool network across Asia. Key points include an overview of the two companies and their pallet rental businesses, as well as details on how the joint APP system works through sharing pallets electronically tagged with RFID across various countries in Asia.
The document provides an overview of IPP Logipal, a pallet pooling company operating across Europe. It summarizes their mission to deliver high quality pallets through a simple process to flexibly service the entire supply chain at a competitive price. It outlines their values, operations, services including pallet rental, pooling and recycling programs, environmental initiatives, and client references across various industries.
Knowledge design packaging, brands for businessesBUG Corporation
This document discusses various topics related to design, branding, and packaging. It provides tips on developing an effective brand, including focusing on customer needs, owning the brand message, communicating consistently, and continually improving. Different types of designers and trends in design are mentioned. Packaging materials, styles, and the importance of understanding target audiences are covered. The document emphasizes creativity, innovation, focusing on the product concept, and designing with the end consumer in mind.
Designing the perfect display monetization dashboard (public)Ian Thomas
Presentation delivered at eMetrics summit in San Francisco, March 7 2012, on the challenges of creating a dashboard to report on the monetization of a complex content site or network through display advertising.
Your organization deals with many challenges presented by internal and external accountability demands. You are always looking for ways to improve operations, to anticipate and be more responsive to competitive pressures, and to define meaningful performance goals that render your work concrete in stakeholders’ eyes. Creating a dashboard or scorecard can help. A dashboard can be an excellent tool for focusing board and CEO attention on what matters most. It can help overcome asymmetry between the precision of financial and mission measures. This lesson, developed by National Arts Strategies in partnership with Peter Frumkin, Ph.D., can be used to help you build a scorecard or dashboard for your organization.
Nabil Malik - Security performance metricsnooralmousa
This document discusses security performance metrics and measuring information security. It begins with providing background on information security and risk management. It then discusses the evolution of security from a technical function focused on controls to a broader assurance function centered around risk management. The document notes how current risk management processes focus more on identifying and fixing issues rather than quantifying and valuing risks. It stresses the importance of security metrics in answering business questions about security investments and performance over time. The remainder provides examples of technical security metrics in areas like perimeter defense and system availability, as well as metrics for measuring security programs based on frameworks involving controls and processes for activities like risk management, policy compliance, and incident response.
Helpdesk 2.0, A unified support dashboard for providing support management to Internal or External Customers. Customizable to be used with any support function like IT Support, Operations, HR, Finance etc.
This document summarizes a presentation about using data and metrics effectively. It discusses how big data can be overwhelming without a plan or goals in mind. The presentation emphasizes starting with outcomes in mind, defining goals and key metrics upfront, and using data to track outputs and measure impacts. It also stresses taking a perspective on metrics and understanding what matters most to the business.
Lean Workbench For Creating And Tracking Metrics That MatterJennifer Rubinovitz
This document discusses lean metrics for startups. It begins by explaining that traditional accounting metrics are not helpful for evaluating entrepreneurs. It then discusses what makes a good metric according to lean startup principles - that metrics should be comparative, understandable, and change user behavior. The document provides examples of lean metrics used at the New York Times and outlines the stages of metrics from empathy to scale. It also discusses how to use metrics when fundraising and what investors look for like active users and revenue potential.
IBM DataPower Operations Dashboard delivers an advanced operations console for centralized problem determination and advance monitoring of the DataPower infrastructure. To learn more visit us at http://www.ibm.co/1WI9orb
This document contains details about Burak Kayabaşı's education, certificates, work experience, competencies, strengths, vision, and strategic suggestions for business development. It summarizes his experience in supply chain management, logistics, and operations management roles spanning various industries. His objective is to effectively manage supply chains and achieve sustainable and profitable growth for organizations.
The document describes an organization's transformation to becoming more agile. It discusses the moments of ignorance, truth, action, learning, and attainment. It outlines changes made such as adopting agile practices, implementing CI/CD pipelines, automating testing, using a single backlog tool, and focusing on customer experience. It also discusses lessons learned around change management and the need to consider the full customer journey. The organization continued improving by building feature teams, investing in automation, and focusing on employee experience. The transformation resulted in higher velocity, quality, and employee satisfaction.
SAP's sustainability strategy focuses on becoming an exemplar and enabler of sustainability. Their solution portfolio includes the SAP Sustainability Control Tower for integrated reporting, SAP Product Footprint Management for calculating product carbon footprints, and SAP EHS Management for health and safety incident tracking. The solutions aim to help customers achieve goals like zero emissions, zero waste, and zero inequality.
Lean six sigma and process excellence helps organisations to improve their productivity and reduce waste in the activities of management and operations. Here you can find out and learn about lean six sigma and its important aspects. Anexas Consultancy helps entrepreneurs and professional to grow their business and career in right direction. You can find more information here:http://www.leansixsigma.co.in/readmore.php?Service_Details&id=1
Rapid Deployment of ERP solutions using agile practices by Husni Roukbi Agile ME
This document discusses implementing ERP solutions using agile methods to enable faster deployment. It advocates using an agile approach with rapid incremental delivery to provide quicker time to value over traditional waterfall implementations that can take 18 months. Key aspects of the rapid agile approach discussed include value stream mapping to optimize processes, building and releasing solutions incrementally in sprints, and conducting data conversion, integration testing, user acceptance testing and go-lives on separate cadences post deployment and rollout. The document provides guidance on addressing challenges to adopting agile for ERP projects and lists critical activities like establishing a champion, integrating change management, and dedicating resources to support an accelerated schedule.
Dilip Sadh is the President of Kabeer Consulting Inc. and several of its subsidiaries. He has many years of experience implementing SAP solutions globally. He serves as a professor and is on advisory boards. Kabeer Consulting specializes in SAP-based consulting services including training, support, content development, and technology transformation. It aims to help clients maximize value from enterprise applications and become more agile through innovation. The company has over 350 resources worldwide and delivers services across various industries.
Collaborative Demand Planning: A Requirement for Successful Integrated Busine...Steelwedge
KPMG will share real-world examples of the value of integrated business planning (IBP), as well as its philosophy, experience and framework for making IBP a sustainable reality.
During this webinar you will learn:
• The critical elements for successful IBP that many companies miss
• The common pitfalls companies face in IBP initiatives and how to avoid stalling at tactical S&OP
• An intuitive approach for more effective collaborative demand planning, one the of vital factors of IBP success
Lisa Ruddle has over 25 years of experience in supply chain management, most recently as S&OP Manager at Corin Group PLC where she designed and implemented a new global S&OP framework. Prior to that she held several senior supply chain roles at TE Connectivity, managing over $250M in sales and $25M in inventory. She has a strong track record of improving delivery performance, reducing costs and inventory, and developing teams.
How To Align All Business Functions For Maximum ROI PowerPoint Presentation S...SlideTeam
This complete deck can be used to present to your team. It has PPT slides on various topics highlighting all the core areas of your business needs. This complete deck focuses on How To Align All Business Functions For Maximum ROI Powerpoint Presentation Slides and has professionally designed templates with suitable visuals and appropriate content. This deck consists of total of thirty six slides. All the slides are completely customizable for your convenience. You can change the colour, text and font size of these templates. You can add or delete the content if needed. Get access to this professionally designed complete presentation by clicking the download button below. https://bit.ly/2WBY459
SAVIC Technologies Pvt Ltd is a global IT service Company providing Strategic Business Consulting and IT Services. The services offered include SAP S/4 HANA implementation, Expert Consulting, Application Management, Custom Developments, Upgrade, Migration, System Audit and Resourcing. Product offering include SAP (SAP S/4HANA, Analytics, LoB Solutions), NewGen and Intralinks.
Key Business Processes And Activities For Excellence PowerPoint Presentation ...SlideTeam
The document discusses key business processes and activities for excellence. It outlines various process improvement methodologies like Six Sigma's DMAIC approach, Lean Six Sigma framework, Lean processes and methods like 5S. It also discusses business process automation, agile methodology and adopting a business process maturity model. The document emphasizes the importance of understanding the basic input-output business process model, documenting processes, being clear about the business model and outlining key business functions and activities.
This document provides an overview of business analytics services from SAP, including enterprise performance management, services for performance analytics, and governance, risk, and compliance services. SAP offers business intelligence, enterprise information management, and enterprise performance management services to help customers make informed decisions, align strategy and execution, and maximize returns on IT investments. Their consultants can help customers develop and implement analytics solutions to improve performance and compliance.
Our mission is to deliver simplified connected solutions to complex planning, performance management, and business intelligence challenges.
We partner with you to understand your business, your goals, and your underlying challenges. We provide strategic guidance and roadmaps customized to your needs and vision. In addition, we ensure you realize the full potential of your technology plan through technology implementations, upgrades, and integrations. Our consultants are certified in their respective domains and are respected leaders within the Anaplan and Oracle communities. You will have the benefit of working with our consultants who have decades of experience in product knowledge and industry best practices.
This document provides an introduction to operations management. It defines operations management as the set of activities involved in transforming inputs into outputs through production. The key learning objectives are to define operations management, distinguish between goods and services, and explain the differences between production and productivity. The document outlines the basic functions of operations managers and the 10 critical decisions they must make. It also discusses trends in operations management, such as the increasing focus on sustainability, globalization, and rapid product development.
The document discusses lean transformation consulting and training services. It describes lean transformation as systematically eliminating waste in order fulfillment through cultural change and embedding Toyota Production System principles using Six Sigma tools and methods. The services include assessing readiness, establishing metrics and targets, value stream mapping, training, project execution and governance, and reassessment to transition programs to clients. A variety of training delivery options are also provided.
The document discusses lean transformation consulting and training services. It describes lean transformation as systematically eliminating waste in order fulfillment through cultural change and embedding Toyota Production System principles using Six Sigma tools and methods. The services include assessing readiness, establishing metrics and targets, value stream mapping, training, deploying projects, and program governance to transition clients to self-sufficient lean programs. A variety of training delivery options are available.
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International Upcycling Research Network advisory board meeting 4Kyungeun Sung
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Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...Designforuminternational
India’s architectural landscape is a vibrant tapestry that weaves together the country's rich cultural heritage and its modern aspirations. From majestic historical structures to cutting-edge contemporary designs, the work of Indian architects is celebrated worldwide. Among the many firms shaping this dynamic field, Design Forum International stands out as a leader in innovative and sustainable architecture. This blog explores some of the best Indian architects, highlighting their contributions and showcasing the most famous architects in India.
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2. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
MANAGEMENT
Management dashboards focus on performance indicators,
and enable executives, managers, and employees to measure,
monitor and report key metrics, milestones and activities
necessary to achieve organizational goals.
DASHBOARD
3. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
BALANCED
The balanced scorecard is a strategic planning and management
system that is used extensively in business and industry to align
business activities to the vision and strategy of the organization,
improve internal and external communications, and monitor
organization performance against strategic goals.
SCORECARD
Financial
Internal
Process
Customer
Employee
Satisfaction
Environment/
Community
Learning
and Growth
CSF
4. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
VISION
LONG-TERM OBJECTIVES
STRATEGIES FOR
GROWTH AND PRODUCTIVITY
CRITICAL SUCCESS FACTORS
PERFORMANCE MEASURES
BALANCED
SCORECARD
5. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
6. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
CHEP
We decided to work with CHEP in order to learn more about how
a service organization operates from a business to business
perspective. CHEP is the leading provider of pallet, container,
and crate pooling services for many of the world’s largest
supply chains.
7. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
VALUES CORPORATE STRATEGIES
CHEP is focused on continuously improving and developing more
efficient, safer, and enviromentally sustainable supply chains.
-All things begin with customer.
-We have a passion for success.
-We are committed to safety, diversity, people, and
teamwork.
-We believe in a culture of innovation
-We always act with integrity and respect for the
community and the environment.
- Deliver high quality and durable products
- Supply a wordwide network of offices and
repair centers
- Take advantage of continual innovation
- Environmentally sustainable projects
CHEP
Improve Order Processing
Simplify Invoicing
Improve Audit Process
Strategic Partnership
LONG-TERM OBJECTIVES
8. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
VALUES CORPORATE STRATEGIES
CHEP is focused on continuously improving and developing more
efficient, safer, and environmentally sustainable supply chains.
CHEP
LONG-TERM OBJECTIVES
- Deliver High Quality and Durable products
- Supply wordwide network of offices and
repair centers
- Take advantage of continual innovation
- Environmentally sustainable projects
- All things begin with customer
- We have a passion for success
- We are committed to safety, diversity,
people and teamwork
- We believe in a culture of innovation
- We always act with integrity and respect
for the community and the environment
- Improve Order Processing
- Simplify Invoicing
- Improve Audit Process
- Strategic Partnership
9. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
VALUES CORPORATE STRATEGIES
CHEP
LONG-TERM OBJECTIVES
CHEP is focused on continuously improving and developing more
efficient, safer, and environmentally sustainable supply chains.
- Deliver High Quality and Durable products
- Supply wordwide network of offices and
repair centers
- Take advantage of continual innovation
- Environmentally sustainable projects
- All things begin with customer
- We have a passion for success
- We are committed to safety, diversity,
people and teamwork
- We believe in a culture of innovation
- We always act with integrity and respect
for the community and the environment
- Improve Order Processing
- Simplify Invoicing
- Improve Audit Process
- Strategic Partnership
10. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
VALUES CORPORATE STRATEGIES
- Deliver High Quality and Durable products
- Supply wordwide network of offices and
repair centers
- Take advantage of continual innovation
- Environmentally sustainable projects
CHEP
LONG-TERM OBJECTIVES
CHEP is focused on continuously improving and developing more
efficient, safer, and environmentally sustainable supply chains.
- All things begin with customer
- We have a passion for success
- We are committed to safety, diversity,
people and teamwork
- We believe in a culture of innovation
- We always act with integrity and respect
for the community and the environment
- Improve Order Processing
- Simplify Invoicing
- Improve Audit Process
- Strategic Partnership
11. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
INITIAL RESEARCH
12. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
CORE SERVICE
Shipping Equipment
Pooling Services
FACILITATING SERVICES
Product Delivery and
Collection,
Electronic Data
Interchange
ENHANCING SERVICES
LeanLogistics,
CHEP Portfolio +Plus
DELIVERY SYSTEM
Service Centers
CHEP Portfolio +Plus
SERVICE
PACKAGE
13. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
TRIGGER Customer receives equipment
at facilities and introduces it to
supply chain operations
CHEP Service Center issues
equipment to customer
Customer loads product into
CHEP equipment and ships
through supply chain
Receiving business unloads the
goods and returns the equipment to
the nearest CHEP Service Center
CHEP inspects and conditions all
returned equipment to ensure it meets
quality standards
SERVICE
DELIVERY SYSTEM
15. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
16. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
INITIAL
BLUEPRINT
17. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
INTERVIEW
“The US model is more streamlined from the
manufacturer’s side, but then it gets weak.”
-We learned about supply chain operations and where CHEP fits in.
-Our contact, Dale told us how CHEP already offers management
dashboards to each department.
-CHEP has over 100 metrics, which helped us grasp what their
KRIs, KPIs, and Service Recoveries were.
-CHEP does not deliver the pallets from place to place, once they
are out of CHEPs center the client is responsible.
18. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
RESEARCH REFINEMENT
19. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
LEIGHTON
farms
LEIGHTON FARMS
Apple Juice Co.
Leighton Farms is one of the top apple juice distributors in the US. they
grow and harvest fresh apples and process them into fresh apple juice. The
company is known for the freshness of the juice and apples they deliver to
retailers across the country. Taking pride in the qualty of their product, Leighton
Farms sees the necessity of the secure movement of their product through the
supply chain and chose CHEP because of the consistent quality and durability
of their products.
Understanding the importance of the environment’s health to the success of
their product, Leighton Farms takes careful consideration in the sustainability
and eco-friendliness of their decisions. Bu utilizing CHEP’s services,
Leighton Farms can easily transport their products with minimal waste. And
CHEP’s pooling services not only help Leighton Farms reduce costs driven
by traditional one-way packaging, but also help the company maintain a
sustainable image.
Leighton Farm’s management uses CHEP’s online customer portal,
Portfolio+Plus, to plan and manage daily operations as well as analyze the
company’s pallet activity in real-time. Leighton Farms has experienced drastic
improvements to their operations since implementing CHEP’s services.
Goals
- To deliver their products safely and on time
- To develop a lasting partnership with CHEP
Needs
- Security: a quality product
- Efficiency: no wasted time and money
- Sustainability: an eco-friendly option
20. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
TANGIBLE/
PHYSICAL
EVIDENCE
CUSTOMER
ACTIONS
FRONT
STAGE
BACK
STAGE
SUPPORT
SYSTEMS
Line of interaction
Line of visibility
Line of internal interaction
BUILD REPAIRDELIVERSUPPLY COLLECT
Portfolio+Plus
Conditions
or Repairs
Pallets
Truck Service
Products
Shipped through
Supply Chain
Receives
Large
Order
Returns Pallets
to Service
Centre
Quality
Control
Processes
Order
EDI
Lean
Logistics
Debits
Company
Account
NPS
Issues
Pallets
TRIGGER PRE-SERVICE DURING AFTER
Requests
Pallets
Receives
Pallets
Loads
Pallets
Ships
Pallets
Tracks
Request
Logs onto
Customer
Portal
Manages
Shipment
Delivers
Pallets
Organizes
Shipments
Collects
Pallets
Re-delivers
Pallets
Places Equipment
Order and Monitors
Request Status
Views Past Orders Monitors Shipment
via Dashboard
Inspects, Re-
pairs, and Condi-
tions Pallets
Builds
Pallet
Inspects
Pallets
Retailer
Receives
Goods
Pallet
! !
SERVICE
BLUEPRINT
We created a service blueprint, a visual map of the sequence of CHEP’s
activities required for successful service delivery.
We used this blueprint to identify problems within CHEP’s service offerings.
21. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
Truck Service
Products
Shipped through
Supply Chain
Returns Pallets
to Service
Centre
Issues
Pallets
AFTER
Receives
Pallets
Loads
Pallets
Ships
Pallets
Tracks
Request
Manages
Shipment
Delivers
Pallets
Organizes
Shipments
Collects
Pallets
s Monitors Shipment
via Dashboard
Inspects, Re-
pairs, and Condi-
tions Pallets
In
P
Retailer
Receives
Goods
!
SERVICE
BLUEPRINT
We created a service blueprint, a visual map of the sequence of CHEP’s
activities required for successful service delivery.
We used this blueprint to identify problems within CHEP’s service offerings.
22. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
MEASUREMENT IDENTIFICATION
23. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
The critical success factors and the performance measures
within them that link daily activities to the organization’s strategies
impact the business all the time, 24/7, and it is therefore important
to measure how the staff in the organization are aligning their
daily activities to these CSFs.
CSFs
PROCESS
EFFECTIVE
COMMUNICATION
SUSTAINABILITY MINIMIZING RISK
INDUSTRY EXPERTISE
IMPROVE INTERNAL
EFFICENCY + PRODUCTIVITY
IMPROVE CUSTOMER
SUPPLY CHAIN
CRITICAL SUCCESS FACTORS CONTINUAL INNOVATION
24. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
CSFs
Share Learnings
Transaction
Asset Managment
Education
Transparency
# of aquistions and
mergers year
to date against previous year
# of units in wilderness - # of
units collected = rogue pallets
Percentage of managers with
satisfactory IT literacy
Number of employees for skilled
job functions or positions
Percentage of managers with
satisfactory IT literacy
Number of photos in papers last
month, months2 to 3, and 4 to 6Number of positive press releas-
es issued to the press in the 30
days/60 days
Donations to
community
Industry ExpertiseLogistics
Supplier Diversity
Years of Experience
Outsourcing
Employee retention
by department
# of high performance
employees per position
per department
Name, training hours,
last recognition date, rewards
Number of sponsorships
projects in past 12 months
by company
Number of employees involved
in up-skilling local community
organizations
have been in the same position
for over two years
Number of projects that
contractors or consultants
Average mainframe
response time
Percentage of time IT program
developers have spent on
programming
Number of IT contractors as a
percentage of IT employess
systems
Manufacturing waste
per product
Money Saved through
Money lost from manufacturing
waste : total & saved through
Sustainability
Tree Farms
Lumber Quality
Lumber Sources Reduce / Reuse / Recycle
Carbon Footprint
Minimizing
Entries to environment/community
awards to be completed in the next
three months
# of units in wilderness - # of units
collected = rogue pallets
Energy consumed by
department
Percentage of recycled
material used as consumables
Percentage of waste generated
from concumables and is later
recycled
Improve Customer Supply
Save Customer time and money
Pooling Solutions ManagementHiring less Employees
Transport Services
Increase ProductivityCHEPP+
# of customers per industry
Total number of customers
All other complaints
Top 10 complaints from
key customers that have not
been resolved in 2 hours
Average response time : goal
Average delivery time
Average unit cycle time
Number of processes made
foolproof
Top 10 customers
# of units that have been shipped
without going through a service
center and the problems / complaints /
costs associated with them
Capital Equipment
Direct CostsIndirect Costs
Revenue
Logistics
Average shipping costs : goal
Number of shipments between
service centers per week
Average time in
wilderness : average posses-
sion time
Average revenue per
issue : goal
month for current year against
previous year
By industry by current year
against previous year
By product for current year
against previous year
Costs associated with each
department across CHEP
Total manufactured units : total costs
Average costs associated with
service recovery : goal
Average Flow - Through
Ratio : Goal
Bottom 10 service centers
Bottom 10 customers
Top 10 service centers
and Productivity
Total headquarters costs/em-
Total repaired units : total costs
Continual Innovation Easier for Customers to
do Business
Product / Services
Technology
Increase Quality
Fast and Straight-Forward
Businesses
Industry Trends
Planned innovations against
projected time
Pending innovations against
time taken and time on hold
In progress innovations
against time taken
Implemented innovations
against time taken
to implement
Innovation
Percentage of managers with
satisfactory IT literacy
Date of next innovation to
our key services
Investment in new product
support and training
Number of innovations
implemented last month by
team, reported to the CEO
Date of prototype completion
Percentage of days where key
systems were backed-up
at night this week
Investment in new product
support and training
Average damaged rate : percent
of units returned that
need repairing
Top 10 complaints from
key customers that have not been
resolved in 2 hours
All other complaints
Minimizing Risk
Risk Management
NET promoter system
Sale Work
Environment
Lowest scoring NPS questions
At Service Center
Awaiting Repair
Damaged rates per
reception
Average repairs
per week
Average repair
turnaround time
Average weekly
repair costs
Quality problems detected
during product audits
Initiatives completed from last
Employee complaint resolution
Unresolved
complaints
List of key customers for whom
time since last order is > xx weeks
Complaints not resolved during
Employee complaint resolution
Analysis of absenteeism
Calls on hold longer
than xx seconds
25. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
CSFs
Share Learnings
Transaction
Asset Managment
Education
Transparency
# of aquistions and
mergers year
to date against previous year
# of units in wilderness - # of
units collected = rogue pallets
Percentage of managers with
satisfactory IT literacy
Number of employees for skilled
job functions or positions
Percentage of managers with
satisfactory IT literacy
days/60 days
Lumber Sources Reduce / Reuse / Recycle
nits Energy consumed by
department
Percentage of recycled
material used as consumables
Percentage of waste generated
from concumables and is later
recycled
Improve Customer Supply
Save Customer time and money
Pooling Solutions Managementees
Transport Services
Increase Productivity
# of customers per industry
al number of customers
Average response time : goal
Average delivery time
Average unit cycle time
Number of processes made
foolproof
Product / Services
In progress innovations
against time taken
Im
Percentage of managers with
satisfactory IT literacy
Number of innovations
implemented last month by
team, reported to the CEO
Top 10 complaints from
key customers that have not been
resolved in 2 hours
All other complaints
Minimizing Risk
NET promoter system
Sale Work
Environment
Lowest sco
At Service Center
Awaiting Repair
Damaged rates per
reception
Average repairs
per week
Average repair
turnaround time
Average weekly
repair costs
Unresolved
complaints
Complaints not resolved during
Employee complaint resolution
Analysis of absenteeism
Calls on hold longer
than xx seconds
26. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
MEASUREMENTS
1. Revenue, profits, expenses by month for current
2. Costs associated with each department across
Chep
3. Employee retention by department
4. Profit associated with innovation
5. Avg. unit cycle time
6. Avg. damaged rate: % of units returned that
need repairing
7. Total repaired units : total costs
8. Total manufactured units : total costs
9. # of customers per industry
- total # of customers
10. # of acquisitions and mergers year to date
against previous year
1. At Service center
2. Avg. revenue per issue : goal
3. Avg. time in wilderness : avg. possession time
4. # of units in wilderness - # of units collected =
rogue palettes
5. # of shipments between service center per week
6. Avg. Flow - through ratio : goal
7. Avg. shipping costs : goal
8. Manufacturing waste per product
9. Money saved through sustainable efforts
10. Money lost from manufacturing waste : total &
saved through sustainable efforts
1. Avg. costs associated with service recovery :
goal
2. Avg. response time : goal
3. Lowest scoring NPS questions with current ef-
forts to fix them
4. Top 10 complaints from key customers that have
not been resolved within two hours
5. All other complaints
6. # of units that have been shipped to the start of a
supply chain without going through a service center
and the problems/complaints/costs associated with
them
7. Avg. delivery time
Key Performance Indicators Key Results Indicators Service Recovery
27. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
WIREFRAMING
28. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
29. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
DASHBOARDS
30. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
MARK ELLIS
Corporate Finance Director
Mark’s position at CHEP revolves around operational cost efficiency,
performance, and profitability analysis. He uses complex financial modeling
and detailed management reporting to aid in CHEP’s decision-making and to
meet the company’s corporate objectives. Mark held a previous position at
CHEP as a logistics coordinator. His current position enables him to apply his
technical knowledge and supply chain experience to CHEP’s sales operations,
aiding in the effective identification of CHEP’s potential opportunities
and threats.
As the director of such an important department, Mark has little time
to focus on the nitty-gritty. He needs to see the most important statistics, and
quickly. CHEP’s high-level information dashboard allows Mark to obtain real
time reporting and strategic decision making tools, enabling him to effectively
visualize overall performance, identify the financial opportunities that drive
profitability, and manage CHEP’s existing customer base. He can visualize
both long-term effects of past actions and monitor the impact of day-to-day
happenings.
Goals
. To make informative decisions
. To identify any critical problems
Needs
. High -level information, simple navigation
Motivations
. Quick access to critical information
31. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
USER SCENARIO
It is a normal day for Mark, he
needs up-to-date information and is
confident he will quickly find all the
information he needs about CHEP
pooling system in his performance
dashboard.
Mark is able to use his dashboard
anywhere he goes in the CHEP
facility. He steps away from his
desk and he receives a page from
a co-worker who has sent out the
plastic crates to their current client,
Leighton Apple Farm. He wants to
know the most up to date information
on the service recovery because the
crates had yet to arrive at the farm.
This information given to Mark on the
dashboard gives him a clear visual
to give his co-worker the average
delivery time on pallets.
After Mark comes back from a
meeting he decides to engage
with his co-workers about the late
delivery of plastic crates this morning.
He shows the information on his
Scorecard dashboard to show to them
exactly how the information works and
how easily accessible it is if there is a
failure.
Mark arrives to his other meeting and
feels very excited and connected
with the other co-workers in other
departments. The easy visualization
of complaints and other efforts of
innovation within the company always
reminds him of how his experience
and ideas are helping CHEP and their
pooling cycle.
32. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
SCORECARD PERFORMANCE RECOVERY
33. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
DESIGN AND INTERFACE
Easy Access:
Upon login, Mark
can choose which
dashboard he’d like to
start with.
Easy Navigation:
Mark may choose to
thumb the menu dot at
any time, which allows
him to access any
dashboard, as well as
system preferences and
help.
34. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
SCORECARD
Key Result Indicators:
The Scorecard dashboard
displays several key result
indicators, allowing Mark
to visualize CHEP’s past
performance at a high
level.
Further Measurements:
Mark can click on a given
measurement to view further
pertinent measurements.
Dashboard Icon:
Mark can access the
other dashboards by
thumbing the menu
dot, which also acts as
an indicator of which
dashboad he is curently
viewing.
35. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
PERFORMACE
Key Performance
Indicators:
Mark can use the
Performance dashboard
to keep an CHEP’s
current performance,
up to the very minute.
Further Measurements:
Mark can click on a given
measurement to view further
pertinent measurements.
36. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
RECOVERY
A Measurement Mix:
The Recovery dashboard
allows Mark to see how
well CHEP is performing
as a service using a
mix of current and past
measurements.
Further Measurements:
Mark can click on a given
measurement to view further
pertinent measurements.
37. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
SOURCES
Baltzan, Paige. M: Information Systems. Avenue of the Americas, New
York: McGraw-Hill/Irwin, 2013, 2011.
Caddick and Cable. Communicating the User Experience: A Practical
Guide for Creating Useful UX Documentation. West Sussex: John Wiley &
Sons Ltd, 2011.
Few, Stephen . Show Me the Numbers: Designing Tables and Graphs to
Enlighten. Burlingame, California: Analytics Press, 2012.
Lovelock and Wirtz, Services Marketing: People, Technology, Strategy.
New Jersey: Pearson Education, Inc., 2011.
Parmenter, David. Key performance indicators for government and non
profit agencies: implementing winning KPIS. Hoboken New Jersey: John
Wiley & Sons, Inc, 2012.
Stickdorn and Schneider. This is Service Design Thinking. New Jersey:
John Wiley & Sons, Inc., 2011.
38. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
CHEP
Lincoln Neiger
Erika Bazo
Hannah Wilcox
Alesandra Gagnon
Technology and Services
Serv 311 Spring 2013 | SCAD
Prof. Robert Bau
THANK YOU
39. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP