The document describes building a supply chain academy using a competency-based learning approach. It involves 3 main steps: 1) Developing a competence framework and mapping competencies to job roles, defining competency levels. 2) Conducting a gap analysis to determine competency gaps. 3) Building individualized, blended learning programs based on job roles to address gaps through activities like e-learning, simulations, and trainings. The goal is to develop world-class supply chain skills and build team capabilities, not just improve individual knowledge.
This document discusses challenges faced by retailers and how a sample application demonstrates using a service-oriented architecture to address them. The application integrates disparate retail applications through loosely coupled web services. It transfers data from stores to enterprises in real-time using industry standards. The goals are to demonstrate integration of applications using web services, use of standards, ease of building services on Microsoft platforms, and composing dashboards for managers. Key benefits are using standards to create an extensible solution that is loosely coupled for agility and prepackaged technologies for incremental adoption.
The 6th edition of Forum journal presents 4 articles which discuss the capabilities that retailers must build to fulfill the omni-channel promise and drive profitability.
This document provides an overview of retail concepts and the Oracle Retail suite. It defines key retail terms, describes common retail formats and the roles of retailers. It then introduces the Oracle Retail suite and its main applications for merchandise operations management, supply chain management, and integrated store operations.
The document discusses the role and importance of information technology in the retail sector. It notes that IT plays a key role in managing complex retail operations and provides competitive advantages through market knowledge and data control. Specifically, IT helps retailers respond quickly to markets, analyze customer data, work across stores/borders efficiently, and speed up processes to reduce costs. However, retailers face challenges in managing large amounts of customer data, ensuring transparency across systems, and synchronizing global data in real-time. The document also defines point-of-sale systems and describes their various hardware and software components that are used to automate retail transactions.
The document discusses the role of IT in the retail sector in India. It notes that the Indian retail market is the fifth largest globally and is expected to reach $1.3 trillion by 2018. IT is enabling operational efficiency, improved customer experience, and increased transparency in retail businesses. Technologies like RFID, mobile POS, digital signage, and loyalty programs supported by customer databases are being used. The implementation of IT solutions provides benefits like reduced shrinkage, improved supply chain management, and enhanced customer services.
10 steps to building awesome architect artifactsCarl Brundage
Are you an Architect looking for better ways to convey your solutions to stakeholders? Building System Landscape and Object Model diagrams are a key tool in the Architect's tool belt. Learn the 10 steps needed to construct information dense artifacts that communicate a complete picture to others.
In this interactive session, a CTA will walk you through the process to build diagrams from a set of example requirements. This session will provide insight into the way to think through building diagrams, and reasons behind each item on an artifact. You will learn the tips and tricks that transform your diagrams from ordinary to extraordinary.
This document summarizes an presentation on e-supply chain management. It begins by defining e-SCM and describing how technology can be used collaboratively to improve supply chain operations and management. It then discusses why technology should be used in supply chains, including benefits like reduced inventory levels, minimizing the bullwhip effect, and increased speed, cost savings, and customer relationships. Issues with implementing e-SCM are also reviewed like commitment from all parties, data accuracy, and over-reliance. Various case studies on e-SCM models in different industries are then presented.
This document discusses challenges faced by retailers and how a sample application demonstrates using a service-oriented architecture to address them. The application integrates disparate retail applications through loosely coupled web services. It transfers data from stores to enterprises in real-time using industry standards. The goals are to demonstrate integration of applications using web services, use of standards, ease of building services on Microsoft platforms, and composing dashboards for managers. Key benefits are using standards to create an extensible solution that is loosely coupled for agility and prepackaged technologies for incremental adoption.
The 6th edition of Forum journal presents 4 articles which discuss the capabilities that retailers must build to fulfill the omni-channel promise and drive profitability.
This document provides an overview of retail concepts and the Oracle Retail suite. It defines key retail terms, describes common retail formats and the roles of retailers. It then introduces the Oracle Retail suite and its main applications for merchandise operations management, supply chain management, and integrated store operations.
The document discusses the role and importance of information technology in the retail sector. It notes that IT plays a key role in managing complex retail operations and provides competitive advantages through market knowledge and data control. Specifically, IT helps retailers respond quickly to markets, analyze customer data, work across stores/borders efficiently, and speed up processes to reduce costs. However, retailers face challenges in managing large amounts of customer data, ensuring transparency across systems, and synchronizing global data in real-time. The document also defines point-of-sale systems and describes their various hardware and software components that are used to automate retail transactions.
The document discusses the role of IT in the retail sector in India. It notes that the Indian retail market is the fifth largest globally and is expected to reach $1.3 trillion by 2018. IT is enabling operational efficiency, improved customer experience, and increased transparency in retail businesses. Technologies like RFID, mobile POS, digital signage, and loyalty programs supported by customer databases are being used. The implementation of IT solutions provides benefits like reduced shrinkage, improved supply chain management, and enhanced customer services.
10 steps to building awesome architect artifactsCarl Brundage
Are you an Architect looking for better ways to convey your solutions to stakeholders? Building System Landscape and Object Model diagrams are a key tool in the Architect's tool belt. Learn the 10 steps needed to construct information dense artifacts that communicate a complete picture to others.
In this interactive session, a CTA will walk you through the process to build diagrams from a set of example requirements. This session will provide insight into the way to think through building diagrams, and reasons behind each item on an artifact. You will learn the tips and tricks that transform your diagrams from ordinary to extraordinary.
This document summarizes an presentation on e-supply chain management. It begins by defining e-SCM and describing how technology can be used collaboratively to improve supply chain operations and management. It then discusses why technology should be used in supply chains, including benefits like reduced inventory levels, minimizing the bullwhip effect, and increased speed, cost savings, and customer relationships. Issues with implementing e-SCM are also reviewed like commitment from all parties, data accuracy, and over-reliance. Various case studies on e-SCM models in different industries are then presented.
The document discusses Oracle's approach to insight-driven retailing for retailers. It summarizes implementations of Oracle's retail suite for department stores, grocery retailers, and multi-national manufacturers. It then outlines the challenges facing retailers like inflation, fuel prices, and store saturation. The document proposes that Oracle's fusion technology and insight-driven approach can help retailers make optimized decisions across merchandising, supply chain, and operations to improve performance.
New trends in it and its impact on supply chain management pptASIFUDDIN MOHAMMED
New trends in it and its impact on supply chain management in Hospitality Industry.
The main aim of this paper is to focus the new ideas and innovations in supply chain management in Hospitality industry through the usage of Information technology (IT). This paper covers how new trends of IT changed the shape of supply chain and also discusses the importance of IT and its impact in the Industry. Changing lifestyles, competitive market and consumer behaviour requires change in technology in the business environment. The new practices and approaches in supply chain management focus on the different information systems like Point of Sales to help forecast data, monitor inventory levels and sales trends, and in turn companies have seen cycle time reduction, quicker order filling, inventory at the right safety stock level, and customer service improvements. Branded network in Hotels, new technology involved transportation and Food & restaurants now days creating a new dimension in distribution systems where The Standardized, affordable and Technology driven to link all the functions and provide the customer a seamless comfortable experience. where the customer orders and manage electronically which help to save costs and precious time. These changes creating new opportunities with competitive advantages, so consideration of IT and IT investment is the essential thing for each firm in order to sustain in the market.
E-commerce is emerging as a way to provide solutions to problems along the supply chain. It facilitates buying, selling, and collaborating between partners in the supply chain. While integrating e-commerce with existing ERP systems leverages prior investments, such integration can be difficult due to the complexity and inflexibility of ERP systems. Order fulfillment is a key area that sometimes faces problems with e-commerce supply chains, especially for B2C transactions, but innovative solutions around delivery times and returns processing are helping to address these issues.
Lean business modeling: The Simplest, Fastest, and Funnest Way to Visualize, ...Rod King, Ph.D.
There are two distinct approaches on the spectrum of business modeling: "Fat" Business Modeling and "Lean" Business Modeling. Fat Business Modeling include the use of business modeling tools such as Porter's Value Chain and Five Forces; Kaplan & Norton's Balanced Scorecard and Strategy Map; Osterwalder's Business Model Canvas. Lean Business Modeling, which is pioneered by Rod King, has tools such as the Business Model Iceberg and Business Model Strip. The extreme end of Lean Business Modeling is occupied by the tool of the Business Model Strip which uses a graphical approach to business modeling: business models are represented using nodes (dots) and linkages (lines) as well as arrows to indicate dynamic relationships and interactions. A Business Model Strip consists of three engines: Customer Growth Engine, Enterprise Engine, and Value Engine.
In the above presentation, the process of Lean Business Modeling is summarized using the example of three major retailers in the US: Wal-Mart, Target, and Costco. Advantages of using Lean Business Modeling include greater simplicity, speed, and fun especially in business model conversations, analysis, and design. In addition, Lean Business Modeling can be used to illustrate business model archetypes.
Finally, diagrams of Business Model Strips can be expanded to Business Model Icebergs, Business Model Canvases, Strategy Maps, and Value Chains. Business Model Strips provide flexibility in design as the designer can zoom in and out of specific parts or engines of a Business Model Strip.
Business Architecture - The Rise and Fall of Smart RetailRichard Veryard
This document summarizes Richard Veryard's presentation on the rise and fall of smart retail. It discusses how business models and information models have evolved over time, from stable 1980s paradigms to more dynamic event-response models with the rise of customer loyalty programs and point-of-sale technologies. It also examines how businesses can develop various degrees of operational differentiation in areas like customer management, product management, and store management to gain intelligence on customer behaviors and better coordinate responses. The challenges of integrating differentiated capabilities and aligning business complexity with organizational capacities are also addressed.
Supply Chain Management - Supply Chain Management for E Commerce In India Edureka!
The document provides an overview of supply chain management and its importance for e-commerce businesses. It discusses key concepts like the evolution of supply chain management and the need for electronic supply chain management. Specific examples like Flipkart and Amazon's supply chain models are examined. The document also explores supply chain challenges in India, career opportunities in supply chain management, and Edureka's supply chain management certification course.
Use of information technology in retailNiraj Patel
Information technology plays an important role in managing complex retail operations by enabling transaction processing, management information systems, knowledge management systems, and decision support systems. IT helps retailers increase responsiveness to markets, collect and analyze customer data to enhance differentiation, and work effectively across stores. Specifically, IT allows retailers to better manage inventory, reduce stock outs and opportunity losses, speed up processing, improve product displays, build customer relationships and experiences, and support loyalty programs and promotions. Common IT systems used in retail include point of sale systems, e-commerce/online retail platforms, and customer relationship management systems.
Optimising Indirect Procurement With MarketplacesMarkit
Discover the roles, values and desirable characteristics of
the ideal marketplace to support indirect procurement savings, using the example of an IT hardware and accessory marketplace to illustrate the key points.
We reveal the most important features, factors and considerations that can help CPOs, CTOs and IT buyers in international companies make an informed choice about how to choose, and when to use, IT marketplaces to save time and money on their growing indirect IT procurement needs.
Learn how leading retailers are applying Lean Six Sigma to improve the customer experience.
The webinar will cover “Five Points of Transition” a consumer goes through in a retail environment and how those five transition points can be optimized for efficiency and improved customer experience.
How does your company rate when it comes to the customer experience? Find out how well your company is performing and benchmark with other retailers.
Modern technology and IT systems are critical assets for retailers to efficiently manage complex operations like multiple stores, vendors, warehouses, employees, and customers. The document discusses how Indian retailers are increasingly investing in IT systems to improve core retail processes like planning, ordering, sales, financing, and human resources. It also outlines the major IT systems and software required by retailers, including merchandise planning software, vendor management software, logistics/warehousing software, CRM software, and financial software. Retailers need to implement and integrate different software modules to effectively manage their business operations and gain insights from data analytics.
The impact of e commerce on supply chain managementSwapnil Sonawane
This study aimed to clarify the impact of e-commerce on supply chain management and e-marketplace usage in companies that use B2B e-commerce in Amman. The study was conducted on 66 companies in Amman that use B2B e-commerce. Questionnaires were distributed to managers and employees involved in purchasing and e-business. The study found a moderate level of perceived e-commerce benefits and e-marketplace usage and supply chain management. There was a significant positive impact of e-commerce benefits on supply chain management and of e-marketplace usage on supply chain management. E-commerce benefits had a higher explanation of differences in supply chain management values than e-marketplace usage.
Retail technology has evolved from credit cards in the 1940s to barcodes in the 1970s and e-commerce in 1995 with Amazon. IT plays an important role in managing complex retail operations by providing market knowledge and control of data. IT is used by retailers to increase responsiveness, collect customer data, work across stores, enhance the store experience, take advantage of mobile capabilities, and promote an omni-channel approach. Emerging technologies discussed include digital signage, interactive hangers, QR codes, near field communication for mobile shopping, and experiential flagship stores like Samsung's in Singapore. The key is using technology to actively solve customer problems and enrich their experience.
ICS Retail Suite covers everything from POS to Back Office to Head Office operations; automating the entire operations, virtually eliminating paper work.It allows the management team at the Head Office to have complete control over data at the stores
Our retail setup can scale up to a complex multi-store environment with complete integration with your day to day business operations.
Get to know more about Retail Suite here: http://www.ics.com.ph/retailsuite/
=============================================
For more information about Retail Suite:
Integrated Computer Systems, Inc.
3/F Limketkai Bldg., ortigas Ave., Greenhills, San Juan City 1502 Philippines
Tel: (+63 2) 744 3000 • 727 3801
Fax: (+63 2) 721 4502 • 621 9464
Email: info@ics.com.ph
Website: http://www.ics.com.ph
This document provides an overview of solutions proposed by ITside Consultancy to modernize Bradford's Retail operations through new technology. The solutions focus on implementing an integrated electronic point of sale (EPOS) system, customer loyalty system, inventory management, and e-commerce platform. The proposal discusses selecting appropriate hardware and software, network infrastructure, implementation processes, training, and change management strategies to support the transition while meeting Bradford's goals of increased efficiency and competitiveness through technology adoption.
The role of e business in supply chain managementJohns Joseph
E-business is the execution of business transactions via the
internet.One of the primary benefits of e-business is its ability to cut costs. This technology eliminates the need to have a physical presence.e-business strategies like social media and online advertising involve lower costs than traditional marketing which allows startups and small companies to reach their target audience.
The document discusses considerations for building an ecommerce platform business model, including:
1) Separating B2B and B2C brands/interfaces with clearly defined market focuses.
2) Taking a long term, profitable perspective without unsustainable discounts by focusing on exclusive products and market niches.
3) Carefully curating product selections and measuring key metrics like customer acquisition costs rather than focusing solely on listing maximum products.
E Procurement Space Maturity Assessment Srm+ Verscottcwalls
The document discusses the evolution of eProcurement models from EDI to internet portals to direct connects to third party solutions. It provides overviews and assessments of the functionality, pros/cons, and maturity of the EDI, internet, and direct connect models. The EDI model established secure transactions but offered limited functionality. Internet portals allowed supplier integration but required rekeying data and had limited availability. Direct connects enabled buyer-supplier connections but with high costs and complexity.
Future of Procurement – Goodbye to Business as Usual: Transforming Operations...SAP Ariba
An interactive panel discussion on how procurement is changing and why old ways of working and measuring performance may not get the job done. Featuring Edward Cone, Oxford Economics’ Deputy Director of Thought Leadership and Jennifer Roberts, Senior Manager, Center of Excellence for Sonoco – a $5B global consumer packaging company. Gain insight into:
• Sonoco’s real-world perspectives, including a look at their supplier measurement program
• Your peer’s views on operations and KPIs from the Oxford global study of more than 1,000 procurement executives and practitioners
• Proven strategies and tactics to measure your success
Finding Savings Solutions
in a treacherous economy
Profits don’t just happen. Organizations today are realizing they have to delve into every aspect of their operation to discover potential savings and uncover new paths to growth. Hiding in your service operation are some of the largest opportunities for improvements in productivity, performance and bottom line profits. If you’re a profit hunter, attend our free webinar and learn how to spot the service management savings within your reach.
The document discusses the evolution of business intelligence and knowledge management applications over five waves. It describes how early applications focused on data sharing and reporting, while later generations enabled more advanced analytics and personalization. The next generation is proposed to use real-time personalization, broadcast technologies, and mobile access to provide personalized, proactive intelligence to customers across channels. Key elements of successful business intelligence frameworks are also outlined.
Machine Learning Application to Manufacturing using Tableau and Google by Pluto7Manju Devadas
This document summarizes the backgrounds and proposed presentation by Manju Devadas and Salil Amonkar of Pluto7. Manju has over 25 years of experience in business process transformation, IT strategy, and management consulting. Salil has over 20 years of supply chain and technology experience. Their proposed presentation will provide an introduction to machine learning and supply chain use cases, including forecasting, predictive analytics, and price optimization. It will also demonstrate visualizing insights from machine learning models in Tableau.
A basic presentation of how we can use Machine learning to sort out different problems faced by supply chain management and How we can also use it to model Inventory management.
The document discusses Oracle's approach to insight-driven retailing for retailers. It summarizes implementations of Oracle's retail suite for department stores, grocery retailers, and multi-national manufacturers. It then outlines the challenges facing retailers like inflation, fuel prices, and store saturation. The document proposes that Oracle's fusion technology and insight-driven approach can help retailers make optimized decisions across merchandising, supply chain, and operations to improve performance.
New trends in it and its impact on supply chain management pptASIFUDDIN MOHAMMED
New trends in it and its impact on supply chain management in Hospitality Industry.
The main aim of this paper is to focus the new ideas and innovations in supply chain management in Hospitality industry through the usage of Information technology (IT). This paper covers how new trends of IT changed the shape of supply chain and also discusses the importance of IT and its impact in the Industry. Changing lifestyles, competitive market and consumer behaviour requires change in technology in the business environment. The new practices and approaches in supply chain management focus on the different information systems like Point of Sales to help forecast data, monitor inventory levels and sales trends, and in turn companies have seen cycle time reduction, quicker order filling, inventory at the right safety stock level, and customer service improvements. Branded network in Hotels, new technology involved transportation and Food & restaurants now days creating a new dimension in distribution systems where The Standardized, affordable and Technology driven to link all the functions and provide the customer a seamless comfortable experience. where the customer orders and manage electronically which help to save costs and precious time. These changes creating new opportunities with competitive advantages, so consideration of IT and IT investment is the essential thing for each firm in order to sustain in the market.
E-commerce is emerging as a way to provide solutions to problems along the supply chain. It facilitates buying, selling, and collaborating between partners in the supply chain. While integrating e-commerce with existing ERP systems leverages prior investments, such integration can be difficult due to the complexity and inflexibility of ERP systems. Order fulfillment is a key area that sometimes faces problems with e-commerce supply chains, especially for B2C transactions, but innovative solutions around delivery times and returns processing are helping to address these issues.
Lean business modeling: The Simplest, Fastest, and Funnest Way to Visualize, ...Rod King, Ph.D.
There are two distinct approaches on the spectrum of business modeling: "Fat" Business Modeling and "Lean" Business Modeling. Fat Business Modeling include the use of business modeling tools such as Porter's Value Chain and Five Forces; Kaplan & Norton's Balanced Scorecard and Strategy Map; Osterwalder's Business Model Canvas. Lean Business Modeling, which is pioneered by Rod King, has tools such as the Business Model Iceberg and Business Model Strip. The extreme end of Lean Business Modeling is occupied by the tool of the Business Model Strip which uses a graphical approach to business modeling: business models are represented using nodes (dots) and linkages (lines) as well as arrows to indicate dynamic relationships and interactions. A Business Model Strip consists of three engines: Customer Growth Engine, Enterprise Engine, and Value Engine.
In the above presentation, the process of Lean Business Modeling is summarized using the example of three major retailers in the US: Wal-Mart, Target, and Costco. Advantages of using Lean Business Modeling include greater simplicity, speed, and fun especially in business model conversations, analysis, and design. In addition, Lean Business Modeling can be used to illustrate business model archetypes.
Finally, diagrams of Business Model Strips can be expanded to Business Model Icebergs, Business Model Canvases, Strategy Maps, and Value Chains. Business Model Strips provide flexibility in design as the designer can zoom in and out of specific parts or engines of a Business Model Strip.
Business Architecture - The Rise and Fall of Smart RetailRichard Veryard
This document summarizes Richard Veryard's presentation on the rise and fall of smart retail. It discusses how business models and information models have evolved over time, from stable 1980s paradigms to more dynamic event-response models with the rise of customer loyalty programs and point-of-sale technologies. It also examines how businesses can develop various degrees of operational differentiation in areas like customer management, product management, and store management to gain intelligence on customer behaviors and better coordinate responses. The challenges of integrating differentiated capabilities and aligning business complexity with organizational capacities are also addressed.
Supply Chain Management - Supply Chain Management for E Commerce In India Edureka!
The document provides an overview of supply chain management and its importance for e-commerce businesses. It discusses key concepts like the evolution of supply chain management and the need for electronic supply chain management. Specific examples like Flipkart and Amazon's supply chain models are examined. The document also explores supply chain challenges in India, career opportunities in supply chain management, and Edureka's supply chain management certification course.
Use of information technology in retailNiraj Patel
Information technology plays an important role in managing complex retail operations by enabling transaction processing, management information systems, knowledge management systems, and decision support systems. IT helps retailers increase responsiveness to markets, collect and analyze customer data to enhance differentiation, and work effectively across stores. Specifically, IT allows retailers to better manage inventory, reduce stock outs and opportunity losses, speed up processing, improve product displays, build customer relationships and experiences, and support loyalty programs and promotions. Common IT systems used in retail include point of sale systems, e-commerce/online retail platforms, and customer relationship management systems.
Optimising Indirect Procurement With MarketplacesMarkit
Discover the roles, values and desirable characteristics of
the ideal marketplace to support indirect procurement savings, using the example of an IT hardware and accessory marketplace to illustrate the key points.
We reveal the most important features, factors and considerations that can help CPOs, CTOs and IT buyers in international companies make an informed choice about how to choose, and when to use, IT marketplaces to save time and money on their growing indirect IT procurement needs.
Learn how leading retailers are applying Lean Six Sigma to improve the customer experience.
The webinar will cover “Five Points of Transition” a consumer goes through in a retail environment and how those five transition points can be optimized for efficiency and improved customer experience.
How does your company rate when it comes to the customer experience? Find out how well your company is performing and benchmark with other retailers.
Modern technology and IT systems are critical assets for retailers to efficiently manage complex operations like multiple stores, vendors, warehouses, employees, and customers. The document discusses how Indian retailers are increasingly investing in IT systems to improve core retail processes like planning, ordering, sales, financing, and human resources. It also outlines the major IT systems and software required by retailers, including merchandise planning software, vendor management software, logistics/warehousing software, CRM software, and financial software. Retailers need to implement and integrate different software modules to effectively manage their business operations and gain insights from data analytics.
The impact of e commerce on supply chain managementSwapnil Sonawane
This study aimed to clarify the impact of e-commerce on supply chain management and e-marketplace usage in companies that use B2B e-commerce in Amman. The study was conducted on 66 companies in Amman that use B2B e-commerce. Questionnaires were distributed to managers and employees involved in purchasing and e-business. The study found a moderate level of perceived e-commerce benefits and e-marketplace usage and supply chain management. There was a significant positive impact of e-commerce benefits on supply chain management and of e-marketplace usage on supply chain management. E-commerce benefits had a higher explanation of differences in supply chain management values than e-marketplace usage.
Retail technology has evolved from credit cards in the 1940s to barcodes in the 1970s and e-commerce in 1995 with Amazon. IT plays an important role in managing complex retail operations by providing market knowledge and control of data. IT is used by retailers to increase responsiveness, collect customer data, work across stores, enhance the store experience, take advantage of mobile capabilities, and promote an omni-channel approach. Emerging technologies discussed include digital signage, interactive hangers, QR codes, near field communication for mobile shopping, and experiential flagship stores like Samsung's in Singapore. The key is using technology to actively solve customer problems and enrich their experience.
ICS Retail Suite covers everything from POS to Back Office to Head Office operations; automating the entire operations, virtually eliminating paper work.It allows the management team at the Head Office to have complete control over data at the stores
Our retail setup can scale up to a complex multi-store environment with complete integration with your day to day business operations.
Get to know more about Retail Suite here: http://www.ics.com.ph/retailsuite/
=============================================
For more information about Retail Suite:
Integrated Computer Systems, Inc.
3/F Limketkai Bldg., ortigas Ave., Greenhills, San Juan City 1502 Philippines
Tel: (+63 2) 744 3000 • 727 3801
Fax: (+63 2) 721 4502 • 621 9464
Email: info@ics.com.ph
Website: http://www.ics.com.ph
This document provides an overview of solutions proposed by ITside Consultancy to modernize Bradford's Retail operations through new technology. The solutions focus on implementing an integrated electronic point of sale (EPOS) system, customer loyalty system, inventory management, and e-commerce platform. The proposal discusses selecting appropriate hardware and software, network infrastructure, implementation processes, training, and change management strategies to support the transition while meeting Bradford's goals of increased efficiency and competitiveness through technology adoption.
The role of e business in supply chain managementJohns Joseph
E-business is the execution of business transactions via the
internet.One of the primary benefits of e-business is its ability to cut costs. This technology eliminates the need to have a physical presence.e-business strategies like social media and online advertising involve lower costs than traditional marketing which allows startups and small companies to reach their target audience.
The document discusses considerations for building an ecommerce platform business model, including:
1) Separating B2B and B2C brands/interfaces with clearly defined market focuses.
2) Taking a long term, profitable perspective without unsustainable discounts by focusing on exclusive products and market niches.
3) Carefully curating product selections and measuring key metrics like customer acquisition costs rather than focusing solely on listing maximum products.
E Procurement Space Maturity Assessment Srm+ Verscottcwalls
The document discusses the evolution of eProcurement models from EDI to internet portals to direct connects to third party solutions. It provides overviews and assessments of the functionality, pros/cons, and maturity of the EDI, internet, and direct connect models. The EDI model established secure transactions but offered limited functionality. Internet portals allowed supplier integration but required rekeying data and had limited availability. Direct connects enabled buyer-supplier connections but with high costs and complexity.
Future of Procurement – Goodbye to Business as Usual: Transforming Operations...SAP Ariba
An interactive panel discussion on how procurement is changing and why old ways of working and measuring performance may not get the job done. Featuring Edward Cone, Oxford Economics’ Deputy Director of Thought Leadership and Jennifer Roberts, Senior Manager, Center of Excellence for Sonoco – a $5B global consumer packaging company. Gain insight into:
• Sonoco’s real-world perspectives, including a look at their supplier measurement program
• Your peer’s views on operations and KPIs from the Oxford global study of more than 1,000 procurement executives and practitioners
• Proven strategies and tactics to measure your success
Finding Savings Solutions
in a treacherous economy
Profits don’t just happen. Organizations today are realizing they have to delve into every aspect of their operation to discover potential savings and uncover new paths to growth. Hiding in your service operation are some of the largest opportunities for improvements in productivity, performance and bottom line profits. If you’re a profit hunter, attend our free webinar and learn how to spot the service management savings within your reach.
The document discusses the evolution of business intelligence and knowledge management applications over five waves. It describes how early applications focused on data sharing and reporting, while later generations enabled more advanced analytics and personalization. The next generation is proposed to use real-time personalization, broadcast technologies, and mobile access to provide personalized, proactive intelligence to customers across channels. Key elements of successful business intelligence frameworks are also outlined.
Machine Learning Application to Manufacturing using Tableau and Google by Pluto7Manju Devadas
This document summarizes the backgrounds and proposed presentation by Manju Devadas and Salil Amonkar of Pluto7. Manju has over 25 years of experience in business process transformation, IT strategy, and management consulting. Salil has over 20 years of supply chain and technology experience. Their proposed presentation will provide an introduction to machine learning and supply chain use cases, including forecasting, predictive analytics, and price optimization. It will also demonstrate visualizing insights from machine learning models in Tableau.
A basic presentation of how we can use Machine learning to sort out different problems faced by supply chain management and How we can also use it to model Inventory management.
This document discusses marketing channels and supply chain management. It covers why companies use distribution channels, how channel members interact and are organized, major channel alternatives, selecting, motivating and evaluating channel members, and the importance of marketing logistics and integrated supply chain management. Specific topics include channel design decisions, managing channel relationships, and the goals and functions of effective logistics systems.
From Big Data to Big Value presented by Nicolas Kruchten, Head of Product Engineering at Datacratic. Presented at the Montreal kickoff of Big Data Week 2014 #bdw14.
The Machine Learning Value Chain is a simple framework that shows how to build products that make real-time automated decisions to take you from Big Data to Big Value.
The Fresh Connection - Simulation based Supply Chain Learning PlatformFrinson Francis
The Fresh Connection is a Web based Business Simulation in the area of Supply Chain Management and Organisation Wide Collaboration used for Experiential Learning. Learn Supply Chain Management, Supply Chain Performance and Analysis, Sales and Operations Planning, Inventory Management, Supply Chain Strategy, Demand Planning, Collaboration, Risk Management in Supply Chains with in-house workshops at your company
Big Data & Analytics to Improve Supply Chain and Business PerformanceBristlecone SCC
Prof. David Simchi Levi, Engineering Systems Professor at MIT and Chairman of OPS Rules spoke at Bristlecone Pulse 2017 about delivering customer value through digitization, analytics and automation.
“How P2P Fits Within an Enterprise Supply Chain” is the second topic of a supply chain learning series presented by ScottMadden and Shared Services & Outsourcing Network (SSON).
Artificial intelligence transforming the phase of supply chain managementRahul R
Artificial intelligence is transforming supply chain management by optimizing business processes and establishing agile supply chains. AI can help with inventory control and planning by accessing real-time information on customer demands and inventory levels. It can also help with transportation network design challenges like routing and scheduling through techniques like genetic algorithms and ant colony optimization. Expert systems allow purchasing managers to evaluate suppliers and make more informed make-or-buy decisions. Overall, integrating AI offers competitive advantages through predictive analytics and more efficient supply chain management.
Presentation at the October Scope Event on Internet of ThingsLora Cecere
How do we do we make decisions at the speed of business? Traditional supply chain processes are batch, and out of cadence with business. How do we rethink these processes to have the right data available when we need it. In this presentation, we discuss the inclusion of streaming data in supply chain visibility. It is not sufficient to ask the question of "Where is my stuff?" without the opportunity to use the data in better decision making.
Over 40,000 clients around the globe use the Accenture Supply Chain Academy because they want to raise the performance of their supply chain through knowledge & skill development of their employees... Our online learning solution has allowed them to improve efficiency and reduce cost because we cover all the functional areas of the supply chain. I would love to discuss this with you further patricia.b.terra@accenture.com
Real-Time Supply Chain Analytics with Machine Learning, Kafka, and SparkSingleStore
This document discusses real-time supply chain analytics using machine learning, Kafka, and Spark. It outlines four key requirements for real-time supply chain databases: supporting massive data ingestion, serving as a system of record while providing real-time analytics, integrating with familiar ecosystems, and allowing for online scaling. The document then introduces MemSQL as a database platform that can meet these requirements using an in-memory approach. It provides an example called MemEx that combines MemSQL, Kafka, and Spark with machine learning for global supply chain management and real-time predictive analytics.
Starbucks has achieved success through several factors:
1) Their unconventional marketing strategy focuses on high quality products and customer experience rather than traditional advertising.
2) Strategic expansion establishes hubs in major cities before expanding to surrounding areas, allowing them to quickly achieve market dominance.
3) While threats from competitors exist, Starbucks differentiates itself through its brand image and emphasis on consistency in customer experience across all stores.
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Executive briefing supply chain academy v2015 11-nov
1. Building Supply Chain Academy
Using a Sophisticated & Comprehensive Competency Based
Learning Approach to Build World Class Skills in Supply Chain
1
2. Everything should be made as simple as
possible, but not simpler.
Albert Einstein
2
6. 6
Over 100 Academies Worldwide &
Counting
Accredited by the IFPSM
(union of 48 associations/
250,000 members). Their
Global Standard is most
prestigious, challenging &
independent accreditation
for educational programs in
industry.
Awarded the best Custom Academy in Procurement –
Procurement Leaders Awards 2015 / talent
development initiative
Academy
7. Why Are We Here?
• A comprehensive A to Z approach to build Your Team
Capabilities to World Class Supply Chain Skills &
Competences.
7
8. Why Are We Here?
• A Comprehensive A to Z Approach to build Your
Team Capabilities to World Class Supply Chain
Skills.
• Yet, a Flexible Approach that can be plugged in
at any stage of your process
- competency framework & mapping, assessments, gap
analysis, individual development plans , Simulations, Class
trainings
• This is not just training, we’re talking about
applying what you learn to Build Team
Capabilities.
8
14. Everything is a process
Couple a good employee to a poor
process …
And the process will win every time!!!!!
15.
16. Is Book a
Custom Print?
Yes
Is Book in
Office Supplies
Catalogue?
Yes
Customer
Completes Purchase REQ
REQto
Purchasing
Dept
REQ Signed by
Cost Control Mgr?
No
REQ
Information
Complete?
No
Purchasing Calls Book store
(ISBN,Title,Author,Publisher)
Published by
XYZ
(computer
manuals)
Published by ABC
Yes
No
Can
Order be
Fulfilled?
Rush Order?
Yes
Yes
Purchasing
Creates PO
(3 Copies: Customer,
Receiving, Vendor)
No
Yes
Printing
Purchasing Process
Supplies Purchase
Process
Customer wants to
Purchase Book
BOOK PURCHASING PROCESS
20 STEPS TO PURCHASE A BOOK
Receiving
Process
Purchasing Calls
Vendor and Places
Visa Order
Yes
Yes
Vendor Ships
Product
A/P Process
Customer Receives Book
and Vendor Paid
No
NO
No
17. 31
Determine order Qty
No Usage=0
Usage =2 M
Low Cost 3 M
High Cost = 1 M
2
Each
Buyer Reviews all
Requisitions for Parts and
Merchandise to determine
if theybuyitem
Repair Parts for Instrumentation & Commodities
Customer Instrument Repairs, Purchase Resale Spare Parts, TSI Instrument Repairs, W arrantyReplacements, Commodities
Requistioneror
SystemReorder
Purchasing
Receiving&
shippingAccounting
1
Requisitions
on system
3
Assume
cognizant Buyer
will Handle
No
5
Is Part Number in
System
30
Run Auto PO (which
other parts have
reached reorder
point for Vendor
Yes
4
Write Vendor
# on
Fulfillment
Sheet
Yes
13
Load Sales Inventory
Maintenance File
6
Contact Supplier
Obtain P.N., List
Price, TSI
Discount,
Availability
No
7
Is supplier
loaded in
System
14
Get info to fill out
"New Vendor
Form"
Faxto Houston
15
Load data into
"Vendor Master
Maintenance File"
No
10
Determine
TSI Sales
Price
11
Spare Parts
Pricing
Instructions
12
Determine TSI
P.N., Description,
Search Words (no
formal protocols)
16
Has
Accounting
Loaded
Supplier
Yes
Yes
17
Contact
Accounting
No
Yes
8
Is discount
structure in Vendor
Master
9
Negotiate
discount (not
documented)
No
19
Is Part in stock
somewhere
27
Can
reorder wait for other
items form same
vendor
Yes
NO
22
Input Part Transfer
Data
20
Can part be
transferred
Yes
Yes
23
Ship Part
21
Go to 30
No
18
Fax
Supplier
Credit Info
26
Printed Reorder
Report bySupplier
28
Call and/or email
Purchasing since
requisition not processed
until next morning
51
Warranty
Replacement
39
Faxor Phone
Order
33
No Supplier L.T. in System (1 wk
used) No Formal Protocol to
determine Reorder Qty
32
Enter PO Header
Info
34
Enter Part Info
35
Is Part for
LaPorte,
Lafayette, or
DS
37
Get PO #
From
System
38
Write PO
Number on
Fulfillment
Sheet
40
Phone Supplier
Get Availability,
Promised
date(not loaded/
PN), VerifyPrice
36
Enter Workor sales
# for each part
41
Print PO
42
FaxPO
(Fax
Machine)
43
Did supplier
confirm with
return fax
52
Call requester
to determine
reason for
return
Fax
44
Did Price
Change
No
Phone
Yes
Yes
49
Delete form
Fulfillment
Sheet
50
Send E-mail
to Req. if
reg'd date not
met
45
Distribute
PO
46
Is Shipment
to Dayton
67
PO
Receiving Copy
(Why?) Answer--
has bin location.
Yes
PO Receiving Copy
Destroy(Does
Branch print a copy
for receiving)
NO
48
File in
Purchasing
53
Is part under
warranty
No
54
Call Vendor to
define problem
and get disposition
of bad part
55
Return part
56
Call
requester-
destroy part
Yes
60
Is
part returned for
credit & rebill
No Yes
57
Complete
Manual Shipping
Form
No
61
Enter New PO with "-"
quantity to remove
from Inventory
62
Enter New PO for
replacement
Yes
63
Print PO for
Accounting to
trackfor credit
memo
59
Package and
Ship to
Vendor
58
TSI pays
freight
(Why?)
64
Watch for
Credit Memo
65
WarrantyParts
Received with no
PO. If warehouse
determines theyare
one short -just put in
inventory. (No wayto
know that we got
replacement
RHB 9-27-00
Request
email and
save email
for 2 months
No step in
process to
confirm
authoritylevel
of requistor
12 A
Enter PN
in workor
sales order
66
Is this Drop
Shipment
68
Create
DS PN
67
Is
orginal PN in
system
NO
Yes
NO
Yes
24
Is this DS
order
No
Yes
No
Requisitioner or Customer
Service must ask
Purchasing to checkon
ouverdue part. Purchasing
does not normallyhave
time to checkfor overdues
66
Receive Parts
from Supplier
69
Enter Qty
rec'd into
system
68
Match PO to
Packing
LIst, stamp PO, and
file
Purchasing Repair Parts …
69 Step Process!?
26. 26
2. Building Individual Knowledge
SCHOOL/INSTITUTION
1. Rapid E-Learning (e-books)
(to prepare for exams)
IMPROVE INDIVIDUAL KNOWLEDGE
CERTIFICATION
MEANS
OBJECTIVE
RESULT
2. Learner self-discipline
to complete (not company)
3. Standard program
= I know
28. 28
3. Practical Academy
Practical ACADEMYSCHOOL/INSTITUTION
1. Rapid E-Learning & books
(to prepare for exams)
CERTIFICATION
BUILD TEAM CAPABILITY
“MAKING IT HAPPEN”
1.Application Based Blended Learning
(Cutting Edge E-Learning, Simulations,
Application Based Tasks & Class Trainings)
MEANS
OBJECTIVE
RESULT
2. Learner self-discipline
to complete (not company)
2. Support team to ensure 99%
completion rate
3. Standard program 3. Individual Customized Learning
Program Based on Job Role
= I know
= I applied
IMPROVE INDIVIDUAL KNOWLEDGE
29. 29
3. Practical Academy
Practical ACADEMYSCHOOL/INSTITUTION
1. Rapid E-Learning & books
(to prepare for exams)
CERTIFICATION
BUILD TEAM CAPABILITY
“MAKING IT HAPPEN”
1.Application Based Blended Learning
(Cutting Edge E-Learning, Simulations,
Application Based Tasks & Class Trainings)
MEANS
OBJECTIVE
RESULT
2. Learner self-discipline
to complete (not company)
2. Support team to ensure 99%
completion rate
3. Standard program 3. Individual Customized Learning
Program Based on Job Role
= I know
= I applied
IMPROVE INDIVIDUAL KNOWLEDGE
30. Step 1 of 3 to Building a Practical Academy
30
40. The International Federation of Purchasing
and Supply Management
The union of 48 National and Regional Purchasing Associations
worldwide. Within this circle, about 250,000 Purchasing
Professionals can be reached.
40
41. MCIPS
Member of the Chartered Institute of Purchasing & Supply
CPSM
Certified Professional in Supply Management
CSCP
Certified Supply Chain Professional
CPIM
Certified in Production and Inventory Management
41
43. PPC Approach to Building Team Capability
via Academy:
1. Define Job Roles/Competence Matrix
2. Assess & Determine Gap Analysis
3. Assign Blended Individual Learning Plans
4. Proceed to Certifications for Key People
5. Use the Academy as One of Career
Development Milestones
Comprehensive YET Flexible 43
44. 44
7 Steps to Making Learning Stick as per
PPC Method!
46. Applying What You Learn & Making it Stick
Consistent Follow Up Training
Increasingly Application & Learner Focused
1. High Impact E-Learning
2. Summary in PDF
3. Online Exercises & Quizzes
4. Refresher Courses
5. Simulations
6. Application Based Tasks
7. Classroom/Face to Face Trainings
46
47. High Impact & Effortless E-Learning
• Strong Visuals
• Superior Scripting
• Same Character
same face, same color of shirt…
• Scenario based – learners observe and apply
• Limited info/text on screen
• Simultaneously Target Audio & Visual Brain
• Over 90% of learners highly satisfied
47
54. 54
• In the online Assignments, we are building on what people have learned in their
previous High Impact eLearning courses and Simulations.
• Learners have to complete a task, like “shadow a negotiation event and write an essay
analyzing the negotiation”.
• Learners upload their essay document directly on LMS.
• The direct line manager is requested to give feedback and to evaluate / validate.
• Like High-Impact E-learning and Simulations, Assignments are a unique product.
Online Assignments/Tasks
55. 55
• In the online Assignments, we are building on what people have learned in their
previous High Impact eLearning courses and Simulations.
• Learners have to complete a task, like “shadow a negotiation event and write an essay
analyzing the negotiation”.
• Learners upload their essay document directly on LMS.
• The direct line manager is requested to give feedback and to evaluate / validate.
• Like High-Impact E-learning and Simulations, Assignments are a unique product.
Designed to match the 70-20-10 approach.
Increasing Retention & Application
Application Based
Task
58. 58
Training Success Is Measured With The Kirkpatrick Model
SATISFACTION
LEARNING
IMPACT
RESULTS
ROI
Has The Learner’s
Performance Improved?
Has The Learner’s
Behavior Changed?
Is there
Knowledge Transfer?
Is Training
Enjoyable?
Measurable
ROI
Modified from D. Kirkpatrick, Evaluating Training Programs, 1994
87% of learners like the courses
99% of learners complete their courses
76% of learners apply the acquired knowledge
99% of learners reach their target competences
Client established ROI
59. PPC Approach to Building Team Capability
via Academy:
1. Define Job Roles/Competence Matrix
2. Assess & Determine Gap Analysis
3. Make Learning Stick With a Successful
Blended Learning (cutting edge e-learning, exercises/quizes,
refreshers, simulations, application based tasks & class trainings)
4. Proceed to Certifications for Key People
5. Use the Academy as One of Career
Development Milestones
59
61. 1. Build Practical & Application Based Academy
“I could not give more praises to your course. Believe me, I have attended 2 procurement courses,
and it is nothing compared to yours. I would say it is money well spend for your course.”
Eddie Chung - Purchasing Manager - Sanyan Wood Industries, Malaysia
Why Purchasing & Procurement Center?
“I attended the course with the fear that this would be a math session where all we did was do
math exercises. I was extremely happy with the material & the delivery and for the first time in
a decade or so of attending trainings in the region I am greatly satisfied with the training.”
Mohammed Khaled Al Gussyer - Senior Buyer - SABIC
61
62. 62
Building Team Capability
CORPORATE ACADEMYSCHOOL/INSTITUTION
1. Rapid E-Learning & books
(to prepare for exams)
CERTIFICATION
BUILD TEAM CAPABILITY
“MAKING IT HAPPEN”
1.Application Based Blended Learning
(Cutting Edge E-Learning + Class Training)
MEANS
OBJECTIVE
RESULT
2. Learner self-discipline
to complete (not company)
2. Support team to ensure 99%
completion rate
3. Standard program 3. Individual Customized Learning
Program Based on Job Role
= I know
= I applied
IMPROVE INDIVIDUAL KNOWLEDGE
63. 2. Individually Customized & Personalized Learning Programs
Based on Job Role For Each Executive
Why Purchasing & Procurement Center?
Procurement Competencies
3. We’re Worth it!
“At the beginning I thought it is worth coming … but now after attending I am
damn sure it is worth every penny.”
Tariq Khamis Saleh Al-Zadjali - Head of Contracts - Oman Airports Management
63
64. 4. World Class Consultants Cum Instructors – Each
Specialized On Own Key Areas
Robi Bendorf – CPSM, MCIPS, Lifetime CPM, True Guru of Purchasing
Procurement & Sourcing Strategy, Cost Management, Contract Terms & Administration,
Supplier Relations
Michael Gozzo - CSCP, CPIM, Who’s Who In American Manufacturing
Supply Chain, Materials, Inventory, Lean, Supplier Relations
Daniel Feiman – CMC Certified, Top 1% in the World
Finance For Procurement & Financial Modeling
Steven Wills – MCIPS, FCIPS
Category Management, Tender Management, Procurement Process
Colin Linton – MCIPS, FCIPS
Cost Management, Strategic Sourcing, Category Management,
Why Purchasing & Procurement Center?
64
65. 5. AllIn OneApproach
- Competence Framework
- Competence Mapping/Matrix Per Job Role
- Gap Analysis
- Individual Blended Learning Plan
- Most Advanced E-learning with Exercises, Simulations & Online Tasks
- Focused on Application to Build Team Capability
- Certification
Comprehensive Yet Flexible
Why Purchasing & Procurement Center?
65
66. Frequently Asked Questions (FAQs)?
1. I’ve seen/Know About Other Organisations Offering
Similar Solution. How is Your’s Different from Others?
- Flexibility
- Purpose to Build Skills to World Class
- Our competence model leads to specific and individual
learning plans in line with the requirements for the role in
your organisation.
- Practical & Application Based Corporate Academy:
High Impact E-Learning, Online Exercises & Quizzes, Refresher Courses,
Simulations, Application Based Tasks, Classroom Trainings
66
67. Frequently Asked Questions (FAQs)?
2. What’s the Bottom Line/How Much?
- Less than what you would invest for a public
training program - for each learner per year.
67
68. Frequently Asked Questions (FAQs)?
3. How Do I Make a Business Case to Higher
Management for This - Continued?
- Try it Out, Risk Free.
- Over 100 Academies Set Up World Wide
- All Done For You.
- Lowest TCO
- This is Not All About New Budget – Optimise
Your Existing Training Budget & Maybe Add a
little bit more
68
69. Summary
1. Full Academy
Design Competence Maps/Matrixes, Assessment & Gap
Analysis, E-Learning, Simulations, Application Based Tasks,
Classroom Trainings
2. Pick & Choose
Combinations From the Above
- Competence Maps/Assessment
- E-Learning, Simulations & Tasks
- Classroom Trainings (in-house of Public)
-
69
70. Based on What You’ve Seen So Far,
Could You Benefit from This In-Depth
Approach To Building Team Capability?
YES
NO
70
1 Final Question
71. Yes!
Let’s Pursue this Further WITHOUT any financial
commitment from your side:
1. Design Sample Competence Maps/Matrix for
1 to 3 of Your Roles With Learning Plans
2. 1st Kick Off Meeting Walking You Through as
If You Already Were a Client
3. Free Online Assessment & Access to Sample
E-Learnings, Exercises & Simulations Bundle
71