Conglomerate aggregator platform with different IT systems & or decentralized buying
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If a you have a problem of managing too many IT systems across the group companies of a conglomerate & if you have the issues as mentioned in the slide, then I have the perfect solution for you. If you have different versions of ERPs running into your group companies then I have the exact fit solution for you. Kindly reach out to me at samya.mukherjee@mjunction.in. The solution is not given as there no one solution that fits all, thus kindly contact me for the same.
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Timmers (1999) defines a ‘business model’ as:
An architecture for product, service and information flows, including a description of the various business actors and their roles; and a description of the potential benefits for the various business actors; and a description of the sources of revenue.
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- It then explains different types of mergers and acquisitions like vertical, horizontal, conglomerate, and circular combinations.
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The document discusses supply chain management. It defines a supply chain as including all parties involved in fulfilling customer requests, from suppliers to manufacturers to transporters to warehouses to retailers. It also discusses the goal of maximizing overall supply chain profitability through decisions that influence costs and revenue. Key supply chain phases include strategy/design, planning, and operations, with different time horizons. The document also outlines supply chain processes, competitive strategies, and drivers of supply chain performance like facilities, inventory, transportation, information, sourcing, and pricing.
Vikray sahyog func
VikraySahyog is a SaaS product that aims to address issues in supply chain visibility and inventory management. It proposes an integrated platform to provide relevant data access to different entities in the supply chain. The product would be a web-based application with separate mobile apps. It would allow corporate users, distributors, field sales teams, and independent retailers to input and access inventory, sales and competitor data. This is intended to help streamline operations, facilitate centralized monitoring, and support the self-employed. Overall, VikraySahyog seeks to modernize workflows and enable data-driven decision making across the supply chain.
Strategic Management
Porter's Generic Competitive Strategies outlines three strategies for achieving above-average performance in an industry: cost leadership, differentiation, and focus (with two variants of focus - cost focus and differentiation focus). Cost leadership involves becoming the low-cost producer through economies of scale or other cost advantages. Differentiation means being unique along dimensions valued by customers. Focus involves choosing a narrow scope within an industry and tailoring strategy to a target segment.
Integration and value chain
Value chain analysis examines all business activities from procuring raw materials to delivering the final product to customers. It aims to maximize value at minimum cost. Activities are divided into primary activities like production and secondary activities like HR that support primary activities. A business is linked to value chains of suppliers and customers in a value system. Vertical integration controls multiple stages of production/distribution. Horizontal integration expands a business's market share through mergers with similar companies.
Strategic management chapter 5 and 6 note for bba vii
The document discusses evaluating company resources and competitive capabilities. It identifies various types of strengths a company can have, including skills, physical and organizational assets, intangible assets, and competitive capabilities. Strengths are evaluated based on how hard they are to copy, how long they last, and how superior they are to competitors. Weaknesses and deficiencies are also identified. The document discusses identifying market opportunities and threats to a company. It evaluates assessing whether a company's costs are competitive through tools like strategic cost analysis and value chain analysis. Reasons for cost differences between companies are provided. The document defines strategic options like generic strategies, grand strategies, low-cost strategy, differentiation strategy, best-cost strategy, focus strategy, and various
Similar to Conglomerate aggregator platform with different IT systems & or decentralized buying (20)
Chapter 5 Supplementary NotesThe Five Generic Competitive Strate.docx
Chapter 5 Supplementary NotesThe Five Generic Competitive Strate.docx
Chapter 3Business ModelsTraditional Organizational S
Chapter 3Business ModelsTraditional Organizational S
Sales Tracking and Retail Scheme Management System
Sales Tracking and Retail Scheme Management System
Supplementing the chosen competitive strategy chapter 6
Supplementing the chosen competitive strategy chapter 6
Strategic management chapter 5 and 6 note for bba vii
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- 2. Confidential - mjunction services limited Objective The Problem Statement Facilitating the group to reap the benefits of economies of scale ,through a common platform : 1. To leverage the power of aggregation in purchases. 2. Establish a common platform for Vendor Aggregation, Vendor governance, New Vendor Registration, Vendor debarment as well as Vendor performance evaluation. 3. Establish an eMarketplace to facilitate visibility in transactions for every purchase of group companies and also for ad-hoc buys through catalogues. The Proposed Solution: Leverage visibility , aggregation of demand and centralized repository of vendors across group companies through “Conglomerate e-Marketplace”.
- 3. Proposed Solution – Paradigm Shift Vendor Management policies for group companies vary Individual procurement and spend data for each buy Individual Companies have their Own Procurement procedure, systems and teams Existing Procurement Process Proposed Procurement Paradigm Group companies retain their ERP infrastructure and procurement processes Demand get aggregated on a centralized platform Enhanced (centralized) visibility of all partner vendors of the group Greater control and visibility into spend and procurement Data Deriving optimal benefits from contracts of individual companies Leveraging category expertise across the group companies Governance of participating vendors via Conglomerate e-marketplace
- 4. 1. How to leverage the power of aggregation in purchases 2. Establish a common platform for Vendor governance, 3. Establish an eMarketplace to facilitate visibility in transactions for every purchase of group companies.