Supply chain design is becoming a core business process rather than an occasional project due to changes in technology, business practices, and market volatility. Establishing supply chain design as a core process through a shared service center can help optimize the entire supply chain through continuous modeling, scenario testing, and identification of better future state networks. This provides consistency, standardized processes, and access to data that isolated optimization projects lack.
Target Operating Model Strategy Management Governance Organization Leadership...SlideTeam
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Target Operating Model Strategy Management Governance Organization Leadership Instruments Processes and has templates with professional background images and relevant content. This deck consists of total of twelve slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. https://bit.ly/3h3vNxn
The tweedledee and tweedledum of portfolio management 2021Svetlana Sidenko
The BRM role clarity is not a new topic. Everyone who has ever been involved with a BRM in one way or another, understands that often the role boundaries fall into a grey zone. However, in each organization the role clarity, or lack of it, manifests itself in different ways and it depends on whether the BRM is positioned strategically or tactically, on organizational culture, industry, size of the organization, and many other factors. Join to hear the success and challenges of BRM and Service Owners in the Harvard Business School and how they team up to optimize the business value. In today’s reality of volatile, uncertain, complex and ambiguous (VUCA) environments and the age of accelerated digital transformation where service organizations invariably struggle to keep up with the velocity of demand, it has become even more imperative that the roles of the BRM and Service Owner, both connective tissues between various parts of the organization with its partners, be lock stepped in the maximization of value and co-creation of transformation.
This can be downloaded in PPT, the presentation is in 16:10 which distorts on the slideshare viewer. This template can be applied to your powerpoint by saving in PPT - google it to create automatic templates and save yourself a ton of time.
160118 pex wpc operating model imperative for oeDavid Toth
If you can't "out-structure" poor execution, can you "out-execute" bad structure? By structure, we mean operating model; the foundation for achieving strategic objectives and the framework in which you execute.
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
Target Operating Model Strategy Management Governance Organization Leadership...SlideTeam
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Target Operating Model Strategy Management Governance Organization Leadership Instruments Processes and has templates with professional background images and relevant content. This deck consists of total of twelve slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. https://bit.ly/3h3vNxn
The tweedledee and tweedledum of portfolio management 2021Svetlana Sidenko
The BRM role clarity is not a new topic. Everyone who has ever been involved with a BRM in one way or another, understands that often the role boundaries fall into a grey zone. However, in each organization the role clarity, or lack of it, manifests itself in different ways and it depends on whether the BRM is positioned strategically or tactically, on organizational culture, industry, size of the organization, and many other factors. Join to hear the success and challenges of BRM and Service Owners in the Harvard Business School and how they team up to optimize the business value. In today’s reality of volatile, uncertain, complex and ambiguous (VUCA) environments and the age of accelerated digital transformation where service organizations invariably struggle to keep up with the velocity of demand, it has become even more imperative that the roles of the BRM and Service Owner, both connective tissues between various parts of the organization with its partners, be lock stepped in the maximization of value and co-creation of transformation.
This can be downloaded in PPT, the presentation is in 16:10 which distorts on the slideshare viewer. This template can be applied to your powerpoint by saving in PPT - google it to create automatic templates and save yourself a ton of time.
160118 pex wpc operating model imperative for oeDavid Toth
If you can't "out-structure" poor execution, can you "out-execute" bad structure? By structure, we mean operating model; the foundation for achieving strategic objectives and the framework in which you execute.
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
What It Takes to Become a World-Class Global Business Services CenterMark Peacock
Presentation at the 2016 International Asso of Outsourcing Professionals (IAOP) Outsourcing World Summit. Using data and trend analysis from Hackett’s GBS benchmark and annual performance studies, this session will identify practices
and strategies that separate World-Class multi-functional GBS organizations from peer GBS groups. We will highlight performance differences between World-Class and peer, how World-Class GBS groups use outsourcing to drive superior results, and discuss the next wave of GBS operating models with specific focus on hybrid captive-outsourced GBS models.
Business Capabilities in your organizations may need to be improved over time. To invest your financial assets judiciously, assessing your Business Capabilties and how they support your business objectives needs to be done regularly. View how with Panorama 360 for insurance and wealth management you will:
- Readily see the maturity of the capabilities in the organization
- Be able to map against business strategies
- See where improvements need to take place
- Use the framework as a vehicle to communicate at all levels of the organization.
www.InsuranceFrameworks.com
Read this Executive Brief to understand why your team should make the case to modernize your communications and collaboration infrastructure.
Understand why it's time to move forward with modernizing your communications infrastructure.
Discover the productivity and efficiency gains you can achieve.
Redefine how you think about communications.
Learn how to build a strategy that addresses both unified communications and collaboration.
Understand Info-Tech's methodology and approach to modernizing communications and collaboration infrastructure.
Why is Sales and Operations Planning So Hard?Lora Cecere
Sales and Operations Planning processes are not a panacea. Just because an organization has a process, does not automatically mean that the company will drive value.
In the past decade, company progress moved backwards with fewer and fewer companies believing that they are successful. The reasons? Lack of definition of supply chain excellence, the need for design, clear delineation of governance, clarity of the role of the financial budget and the organizational tension in reconciliation with the market, and the lack of organizational alignment.
Business architecture is a business driven disciplined process that decomposes the enterprise business goals and strategies, the assets and processes required to execute them as well as identify their impact on business goals. Business architecture provides a blueprint of the enterprise that provides a common understanding of the organisation and is used to align strategic objectives and tactical demands.
In this presentation Michael Payne debates the merits of placing Business Architecture within an organisation’s Business, IT or Enterprise Architecture departments. He examines some of the options available to organisations starting out with Business Architecture, and touches on Business Architecture engagement models. In addition, Michael provides a sneak peak into the new developments in the Open-BA Framework.
Advanced Operating Model Research Insights: Healthcare OperationsGenpact Ltd
Compliance, customer satisfaction, and cost reduction are your company’s top challenges. This research examines how technology, process re-engineering, and advanced organizational structures such as shared services and outsourcing can tackle them.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
How to design Global Business Services and Shared Services Future ReadyAnirvan Sen
Most Global Business Services (GBS) and Shared Services Organizations (SSO) continue to operate with the management philosophies of the 20th century. It is based on traditional organizational structure, operating model of a command-and-control approach, cost-center thinking, and focusing on efficiency and timeliness.
Going into the 3rd decade of the 21st century, much of the thinking is jaded and outdated. On top of that, the digital technology revolution is disrupting industry after industry.
Given the 2 major forces, GBS and SSO's have no other option but to redefine and reconfigure themselves to become Future-ready.
But how do these organizations transform themselves?
That's where our framework S.C.O.R.E needs to be used for strategic design and right-fit leadership.
Based on some leading industry frameworks and tools, S.C.O.R.E Transformation provides a comprehensive design toolkit
Business as usual is no longer good enough to stay competitive.
The Journey to Procurement Excellence requires procurement adopting the language of the business and not the language of procurement, rigorous benchmarking processes, and deploying the right technology and using it in innovative ways to create new insights and continuously measure and improve performance.
Read The Journey to Procurement Excellence White Paper and learn how
best-in-class procurement organizations:
* Reduce Costs
* Maximize Working Capital
* Manage Market Volatility
* Mitigate Risk
For more information, please visit:
Emptoris website: http://www.emptoris.com/
Emptoris blog: http://emptorisinc.blogspot.com/
YouTube channel : http://www.youtube.com/emptoris
LLamasoft provides the technology and expertise to help companies visualize, optimize and simulate the supply chain for major improvements in cost, service, sustainability and risk mitigation. Design alternatives and explore the trade-offs associated with change. Test results under real-world conditions using simulation. With LLamasoft you can do it all in a single, integrated software platform.
Integrated Transportation Intelligence for Supply Chain ModelingChainalytics
LLamasoft and Chainalytics customers can now quickly access, manipulate and load Chainalytics transportation intelligence through Data Guru to ready it for supply chain modeling.
To watch this webinar on-demand to experience a live demo of the integrated solution and learn what data is available for integration visit http://bit.ly/LLama-FMIC
For more information on how you can enroll in the program to gain enhanced visibility into your supply chain network’s transportation models, visit http://www.chainalytics.com , call tel:1-770-574-4260 to speak with an FMIC account manager, or simply email fmic@chainalytics.com.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
What It Takes to Become a World-Class Global Business Services CenterMark Peacock
Presentation at the 2016 International Asso of Outsourcing Professionals (IAOP) Outsourcing World Summit. Using data and trend analysis from Hackett’s GBS benchmark and annual performance studies, this session will identify practices
and strategies that separate World-Class multi-functional GBS organizations from peer GBS groups. We will highlight performance differences between World-Class and peer, how World-Class GBS groups use outsourcing to drive superior results, and discuss the next wave of GBS operating models with specific focus on hybrid captive-outsourced GBS models.
Business Capabilities in your organizations may need to be improved over time. To invest your financial assets judiciously, assessing your Business Capabilties and how they support your business objectives needs to be done regularly. View how with Panorama 360 for insurance and wealth management you will:
- Readily see the maturity of the capabilities in the organization
- Be able to map against business strategies
- See where improvements need to take place
- Use the framework as a vehicle to communicate at all levels of the organization.
www.InsuranceFrameworks.com
Read this Executive Brief to understand why your team should make the case to modernize your communications and collaboration infrastructure.
Understand why it's time to move forward with modernizing your communications infrastructure.
Discover the productivity and efficiency gains you can achieve.
Redefine how you think about communications.
Learn how to build a strategy that addresses both unified communications and collaboration.
Understand Info-Tech's methodology and approach to modernizing communications and collaboration infrastructure.
Why is Sales and Operations Planning So Hard?Lora Cecere
Sales and Operations Planning processes are not a panacea. Just because an organization has a process, does not automatically mean that the company will drive value.
In the past decade, company progress moved backwards with fewer and fewer companies believing that they are successful. The reasons? Lack of definition of supply chain excellence, the need for design, clear delineation of governance, clarity of the role of the financial budget and the organizational tension in reconciliation with the market, and the lack of organizational alignment.
Business architecture is a business driven disciplined process that decomposes the enterprise business goals and strategies, the assets and processes required to execute them as well as identify their impact on business goals. Business architecture provides a blueprint of the enterprise that provides a common understanding of the organisation and is used to align strategic objectives and tactical demands.
In this presentation Michael Payne debates the merits of placing Business Architecture within an organisation’s Business, IT or Enterprise Architecture departments. He examines some of the options available to organisations starting out with Business Architecture, and touches on Business Architecture engagement models. In addition, Michael provides a sneak peak into the new developments in the Open-BA Framework.
Advanced Operating Model Research Insights: Healthcare OperationsGenpact Ltd
Compliance, customer satisfaction, and cost reduction are your company’s top challenges. This research examines how technology, process re-engineering, and advanced organizational structures such as shared services and outsourcing can tackle them.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
How to design Global Business Services and Shared Services Future ReadyAnirvan Sen
Most Global Business Services (GBS) and Shared Services Organizations (SSO) continue to operate with the management philosophies of the 20th century. It is based on traditional organizational structure, operating model of a command-and-control approach, cost-center thinking, and focusing on efficiency and timeliness.
Going into the 3rd decade of the 21st century, much of the thinking is jaded and outdated. On top of that, the digital technology revolution is disrupting industry after industry.
Given the 2 major forces, GBS and SSO's have no other option but to redefine and reconfigure themselves to become Future-ready.
But how do these organizations transform themselves?
That's where our framework S.C.O.R.E needs to be used for strategic design and right-fit leadership.
Based on some leading industry frameworks and tools, S.C.O.R.E Transformation provides a comprehensive design toolkit
Business as usual is no longer good enough to stay competitive.
The Journey to Procurement Excellence requires procurement adopting the language of the business and not the language of procurement, rigorous benchmarking processes, and deploying the right technology and using it in innovative ways to create new insights and continuously measure and improve performance.
Read The Journey to Procurement Excellence White Paper and learn how
best-in-class procurement organizations:
* Reduce Costs
* Maximize Working Capital
* Manage Market Volatility
* Mitigate Risk
For more information, please visit:
Emptoris website: http://www.emptoris.com/
Emptoris blog: http://emptorisinc.blogspot.com/
YouTube channel : http://www.youtube.com/emptoris
LLamasoft provides the technology and expertise to help companies visualize, optimize and simulate the supply chain for major improvements in cost, service, sustainability and risk mitigation. Design alternatives and explore the trade-offs associated with change. Test results under real-world conditions using simulation. With LLamasoft you can do it all in a single, integrated software platform.
Integrated Transportation Intelligence for Supply Chain ModelingChainalytics
LLamasoft and Chainalytics customers can now quickly access, manipulate and load Chainalytics transportation intelligence through Data Guru to ready it for supply chain modeling.
To watch this webinar on-demand to experience a live demo of the integrated solution and learn what data is available for integration visit http://bit.ly/LLama-FMIC
For more information on how you can enroll in the program to gain enhanced visibility into your supply chain network’s transportation models, visit http://www.chainalytics.com , call tel:1-770-574-4260 to speak with an FMIC account manager, or simply email fmic@chainalytics.com.
In this presentation, we will share an overview on supply chain management, various aspects of SCM like suppliers, strategies, process tools and supply chain dynamics. We will talk about value chain, outsourcing, vertical integrations, make or buy decisions and virtual corporations.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
Who we are and what we can do for your company.
We believe that prosperity must include company and workers.
We face every challenge with the right thinking and tool: Lean Six Sigma, simulation, design of experiments, change management, training.
Sabrion has a highly qualified team of retail/manufacturing process experts and IT consultants, supporting both short and long-term needs. Our FastForward implementation methodology to support PLM and Merchandise planning.
Project Management
PMI – Project Management Institute
PMBOK – Project Management Body of Knowledge
Agile – We utilize Agile, Scrum, and Extreme methodologies when appropriate
We are flexible to embrace the methodologies used by our customers an business partners
Retail/Manufacturing Business Process Re – Engineering
As-Is and To-Be Modeling, SIPOC, RACI, Impact Analysis, Standard Operating Procedures
Application Design, Development and Integration
UML – Unified Modeling Language
Open Internet and Standards, HTML5, CSS3, JQuery, Javascript, Web Frameworks
Application Architecture
Application Infrastructure Design – Virtualization, Cloud, Application Servers, Storage, Web DMZ
Global Network Design – LAN, WAN, MPLS, Reverse Proxy, CDN
Deployment Architecture – Dev, QA, Staging, Production
Best Practices for Implementing Self-Service AnalyticsMattSaxton5
Self-service analytics is generally recognized as a valuable asset within corporate strategies, and it’s easy to see why: it provides process experts with the user-friendly tools they need to tackle their day-to-day challenges. It allows problems to be resolved faster and frees up central analytics groups to focus on other pressing issues.
In this ebook, we will share five key learnings from some of our most successful customers in order to help you drive your self-service analytics journey towards success.
Learn more about advanced industrial analytics at www.trendminer.com
Achieving IT Strategic Directives When Evaluating a New Promotional Content E...Cognizant
By embracing a collaborative assessment model to evaluate technology platforms, life sciences organizations can better address cross-functional stakeholder needs.
Digital Alpha is a leading technology and consulting services firm headquartered in New York. We provide solutions for:
- Asset Management companies
- Digital Health-Tech firms
Backed by the best industry minds from wall street companies like Bloomberg, Goldman Sachs, McKinsey, J.P Morgan, and Deloitte - we help enterprises take advantage of the data and digital paradigm to generate new levers that will accelerate growth.
One of the critical aspects of adopting a digital ecosystem is modernizing or enhancing legacy business suites through evolving technology platforms and frameworks to endure in this digital age. We leverage our integrated array of IT solutions, accelerators, and software expertise to achieve a technological breakthrough and enable companies with a more agile transformation.
Our actionable strategy with data-driven methodologies help you to solve the most complex problems in the following disciplines:
- Data Engineering
- Platform Engineering
- Business Operations Automation
Technology moves quickly. Investing in a flexible, future-forward TA tech infrastructure that allows for easy integrations and scalability is crucial for your organization’s success down the line. Now is the time to reevaluate if your technology is working for you.
View these slides to learn more about:
-Market trends that have changed the status quo
-The current state of tech-enabled TA delivery and the leading models
-Techniques for assessing process & technology gaps to identify the right solutions
-How to build the business case for change and investment
Are you keeping up? As the underpinnings of IT shift, it’s never been more important for CIOs to anticipate the dramatic changes beginning to happen now.
To read and download our full Tech Trends report, visit: http://deloi.tt/2fm2vek
Why Is Supply Chain Planning So Hard? 16 FEB 2016Lora Cecere
RESEARCH OVERVIEW:
Details: The research for this report is based on five surveys fielded during the period of January 2014 – December 2015. The research was a progressive set of studies on supply chain planning. What are the barriers and what drives success. While the path to supply chain planning excellence is fraught with issues, the expected Return on Investment (ROI) for a successful supply chain planning project is nine months. In this report, we share insights on why supply chain planning is so difficult and how to maximize the ROI..
Objective of the report: To share insights with supply chain leaders on how to maximize the value from a supply chain planning implementation. The report shares insights on five barriers and then gives recommendations to overcome the barriers to maximize the ROI.
Highlights: While many approach supply chain planning as a technology project, successrequires companies to rethink how they make operational decisions and plan for future outcomes. The bigger issues in executing a supply chain planning project is how work is organized and how reward systems shape behavior.
A presentation by Lora Cecere, Founder, Supply Chain Insights, USA, delivered during the 38th annual SAPICS event in Sun City, South Africa.
Today, nine out of ten supply chains are stuck in delivering corporate performance objectives of improvements in inventory turns or operating margin, but could this change in the future based on the evolution of technologies and new processes? Join this session to gain insights on how five trends will reshape supply chain thinking: – Predictive to Cognitive Modeling, – Networks of Networks with Interoperability, – Autonomous Supply Chains, Outside-in Processes and Shifts in Analytics.
Supercharge your teams with Value Stream Management by Richard KnasterBosnia Agile
This presentation is on how to supercharge your teams! Value Stream Management (VSM) is a set of lean principles and practices that optimizes people, processes, and technology to continuously improve business value flow, from ideation to customer delivery.
Companies that implement Value Stream Management have seen extraordinary business improvement in car manufacturing, software, financial, and medical industries. Studies show
that very few companies have truly implemented value stream thinking, principles, and practices despite the benefits.
Supercharge your teams with Value Stream Management by Richard Knaster
EBook-ProcessvsProject-LLamasoft
1. Not so many years ago, supply chain design was considered to be
an event that was initiated and completed once every three to five
years, often as a paid engagement by third-party firms. Now there
is an ever-growing movement of large, multi-national businesses
bringing supply chain design in-house and adopting it as a core
business process. Why the change? What’s the value of making
supply chain design a core business process and what’s being
missed by just doing a series of isolated optimization projects?
10Tipsfor Elevating Supply Chain
Design from a Project to a
Differentiating Business Process
2. Why Don’t One-Off Optimization Projects
Do the Trick?
Supply chain design is the practice of creating living models
to represent the existing structure and policies of the end-to-
end supply chain, optimizing to identify a better future state
supply chain and continuously running what-if scenarios to
test new strategies and react to changing market conditions.
Attempting one-off optimization projects to determine the
design of an organization’s supply chain is likely to fail for
several reasons. Here are just a few:
• Projects lack the benefit of process consistency and stan-
dardization and readily-available data
• With no established design team and skill set, different analysts
must relearn modeling skills for each project. If using an outside
firm, the process is even more protracted due to lack of continui-
ty and understanding of the business
• Initiatives lack adequate resources and funding and management,
or may overlap with other isolated projects in other functional
areas or geographies
• Short-term or hired analysts are often unable to adequately re-
search and address multiple, often competing business problems
and balance them against business objectives
Supply Chain Design Is
the Practice of:
Creating living models to represent the
existing structure and policies of the
end-to-end supply chain
Optimizing to identify a better future
state supply chain
Continuously running what-if scenarios
to test new strategies and to react to
changing market conditions
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3. Tips for Establishing Supply Chain Design as a Differentiating Business Process
LLamasoft has supported more than 1,000 supply chain design initiatives for businesses worldwide and is wholly
dedicated to the advancement of modeling technology and best practices. We’ve put together some tips for how to
elevate supply chain design from an annual project to a core business process:
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Establish a Shared Service Center/Center of Excellence (COE)
Supply chain design should be able to see across the entire
business to optimize the true end-to-end supply chain and not just
a specific business unit or business function. Shared service
centers, or supply chain design centers of excellence, can pool
talent and technology to provide analysis capabilities to the entire
organization. This organizational structure can help the group avoid
the pitfalls of local bias or politics and remain focused on data
-driven business solutions.
Identify and Prioritize Design Initiatives
An excellent exercise for any business considering a move toward
a supply chain design COE or in the early stages of development
is prioritization of design initiatives. Involve executive sponsor(s) as
well as representative department heads and analysts. Each
initiative is mapped onto the matrix according to relative business
benefit and relative ease of implementation. This process is in
itself an extremely effective way of promoting valuable interaction
and focused discussion among the team. The mapping process
removes some of the subjectivity normally present in these
decisions and requires input from the entire group. A view of
potential projects will quickly take shape and become a starting
point for either COE justification or a prioritized COE project plan.
4. Go After Quick Wins
Even though supply chain design can identify major breakthroughs
in cost savings or service, some recommendations can be
disruptive and time-consuming to implement (open four new DCs,
rationalize 200 products, etc.). In order to establish early credibility
for an emerging COE, many companies will identify quick-win
projects that are much easier to implement and still deliver
significant cost benefits (product flow-path, inventory right-sizing,
DC-to-customer assignments). Be sure to consider business goals
and priorities when identifying projects, and don’t be afraid to
advertise the successes around the company! Quick multi-million
dollar wins can gain executive attention and establish early
credibility for the supply chain designers, and are often used to
justify further investment in staff and technology.
Put Parallel Focus on Game-Changers
While one part of the team is focused on tactical wins, another
should be trying to break down historical legacies to explore what
is truly possible through modeling, optimization and analysis of the
end-to-end supply chain. When encouraged, supply chain analysts
can socialize “design thinking” and help remove pre-conceived
business constraints and design new greenfield supply chain
operations that could lead to game-changing new business
practices and competitive advantage. Numerous supply chain
leaders give their analysts the license and time to be entrepre-
neurs and innovators to find the “next big idea”. Some even go so
far as to make games out of finding the most promising
strategy for reducing costs, improving service or increasing
revenue through simulation models.
A supply chain design COE creates and
tests different potential supply chain
initiatives to identify new, optimal
network designs
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5. Get Advice From Companies at Different Stages of COE
Development
Many other businesses in your networking circles, supplier
community or common technology users may be excellent
resources for supply chain design COE experience and advice. Ask
supply chain modeling software vendors about the design
community they support and how you can get involved with other
users. Many of your peers will be happy to act as a sounding board
for your ideas and share the lessons they learned along the way.
Get Out In Front of the Predicted Supply ChainTalent
Shortage—But Be Selective
As the supply chain sector grows and business are focusing more
on differentiating initiatives that require significant supply chain
investment and staffing, the demand for talent is rapidly
increasing. At the same time, the gap between demand and avail-
ability of supply chain professionals is widening. Baby Boomers are
exiting the workforce and GenXers are struggling to keep up. To
complicate things even more, there is a significant skills gap as the
industry demands workers with broad business acumen as well as
logistics and analytical skills. Be aware that it may become more
challenging to recruit for your COE, but don’t hire just anyone who
has the right degree. Successful team members should be
effective problem solvers—people who think analytically and are
natural researchers and implementers of new processes.
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Project vs. Process: Why the
Change?
Supply chains are evolving from a necessary cost to a
source of competitive advantage
Why is supply chain design now becoming a core
process and business function? Three factors seem
to have converged to trigger this switch: technology,
business practice and volatility.
• Technology: Major breakthroughs in supply chain
design and cloud technology have enabled model-
ing to be relevant to many more business functions
and at a much more detailed level of analysis.
This means that supply chain modelers can now
answer questions related to sourcing, production,
inventory, transportation, taxes, replenishment,
cost-to-serve and more.
• Business Practice: The pace of change within
business is at an all-time high. New products are
being introduced at a rapid pace. New markets are
being entered. New partnerships are being formed.
All this change requires continuous modeling and
optimization to keep costs and service in order.
• Volatility: Change is not just happening within
companies. Disruptive changes are occurring all
over the globe that can drastically affect cor-
porate supply chains. Increases in labor costs
throughout “low-cost” countries, wild swings in
fuel costs and adjustments in commodity pricing
must all be factored in to ongoing supply chain
strategy. Even weather-based disruptions can
quickly wipe out profits if not addressed swiftly.
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6. Pursue Design Mastery within theTeam
Now that you’ve got a team of bright, talented analysts dedicated
to supply chain design, be sure to invest in their growth and
development. In addition to giving them powerful and easy-to-learn
design technology, build a roadmap for supply chain design mas-
tery for each analyst. Identify the milestones and requirements—
and benefits—for each step in their progression from new hire to
program leader. Establish a process for onboarding, project
shadowing and technology training. Amid the analytical and tech-
nical skills, don’t forget the importance of learning and practicing
skills such as presenting to a group, project management and
influencing others.
Extend Supply Chain Modeling to the Cloud
A SaaS-based modeling platform can give supply chain designers
a collaborative platform to expand the value of supply chain model-
ing throughout the organization. A cloud-based supply chain design
platform integrates all design applications and data and enables
businesses to more rapidly execute large, impactful projects.
Web-based access to models and data can be leveraged by mul-
tiple stakeholders within the company and can support executive
dashboards and short-term planning. Plus, the cloud can
also be a centralized location for all models and data so
that the information needed is always available,
current and accessible to the entire team.
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7. Fill Gaps in Modeling Data with Cloud-Based Reference Data
Analysts often struggle to populate data for potential networks
with new lanes, future demand and potential facilities. The final
analysis is only as good as the data put in, so make sure it’s
accurate and complete. Your supply chain modeling software
provider should offer reference and benchmarking data you may
lack, such as transport costs, facility costs and transit time
estimates. This will speed the modeling process and improve the
accuracy of results. Be sure to inquire about KPIs and metrics the
vendor has gleaned through project experience as well, to help
analysts validate inputs and outputs for new models.
Use a Data Blending and AnalyticsTool for Automated Model
Building
Now you have the right data, but how do you access it in all the
places it resides, without spending half your day on the phone
with IT? Automated access to ERP and other enterprise data
through a data analytics tool can significantly reduce the time
required to gather, cleanse and blend disparate data and ready it
for modeling use. With established connections to enterprise data
sources, you can essentially create a “library” of models for
repeatable use, which will enable those analysts with non-SQL
backgrounds to get into the data and get busy.
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8. Points to Remember
Supply chains are evolving from a necessary cost to a source of competitive advantage.
Ultimately, success in continuous improvement through design requires a balanced
consideration of people, process and technology within the supply chain design center of
excellence. Businesses that adopt a COE have the ability to:
• Quickly and easily build models to visualize and analyze the current network
• Continuously test what-if scenarios using current and future network and demand
• Quickly validate potential network changes against real-world variability
• React rapidly to unplanned supply chain events
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