How to implement a strategic IT vendor management programJeff Kubacki
CIO's and their IT leadership teams should focus more time on a strategic IT vendor management program. After doing this for 8 years by conducting annual IT vendor days and implementing World Class IT principles, I decided to share what has worked and why it is important in the transition to becoming strategic business partners.
How to implement a strategic IT vendor management programJeff Kubacki
CIO's and their IT leadership teams should focus more time on a strategic IT vendor management program. After doing this for 8 years by conducting annual IT vendor days and implementing World Class IT principles, I decided to share what has worked and why it is important in the transition to becoming strategic business partners.
Indirect Procurement - Mr. Ashwani Singh (Watson Pharma)ELSCC
Indirect procurement is the sourcing of all goods and services for a business that enable its activity. It is a slow, technology intensive process requiring change management across the organization boundaries.
In this slideshare presentation we discuss Supplier Relationship & Performance Management (SRPM) and how you can link your HSEQ programme to this.
SRPM is the proactive management of supplier relationships to secure strategic advantage and to add value to your organisation.
Here’s what will be covered:
- An introduction to SRPM
- Why SRPM & who is involved
- Objectives, process, roles & responsibilities of SRPM
- The benefits of SRPM
- How to link your HSEQ programme to your SRPM
The recording to this webinar can be found here: http://www.mangolive.com/blog-mango/how-to-link-your-hseq-programme-to-your-supplier-relationship-and-performance-management-system
Strategic Sourcing and B2B E Commerce Solutions For ASEAN Purchasing Professi...Bill Kohnen
As ASEAN regional demand grows the skill of Purchasing professionals in the region will need to change from the current focus on export industries and tactical BPO industries. Specifically developing core Strategic Sourcing skills and utilizing B2B E Commerce Solutions in ways optimized ASEAN demand will be important. 2015 PASIA Conference discussion presentation.
Procurement dari cost centre menjadi profit centre
Dengan harga harga yang meningkat, namun pendapatan tidak bertambah, strategy cost saving menjadi strategi ujung tombak menjaga profit suatu perusahaan. Procurement cost saving strategy menjadi pilihan yang utama, mengingat procurement menangani 60-80% spending perusahaan (direct & indirect). Peran procurement menjadi semakin strategis, signifikan dan berubah dari cost centre menjadi profit centre.
Training Slides of Supplier Assessment and Performance Measurement, discussing the importance of Suppliers.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Post Award Contract Management for IT Suppliers v1.0 20200701Peter Soetevent
Post Award Contract Management for IT Suppliers is crucial to successfully manage the relationship between the Business and Supplier. This innovative framework offers all the elements for managing the process
Indirect Procurement - Mr. Ashwani Singh (Watson Pharma)ELSCC
Indirect procurement is the sourcing of all goods and services for a business that enable its activity. It is a slow, technology intensive process requiring change management across the organization boundaries.
In this slideshare presentation we discuss Supplier Relationship & Performance Management (SRPM) and how you can link your HSEQ programme to this.
SRPM is the proactive management of supplier relationships to secure strategic advantage and to add value to your organisation.
Here’s what will be covered:
- An introduction to SRPM
- Why SRPM & who is involved
- Objectives, process, roles & responsibilities of SRPM
- The benefits of SRPM
- How to link your HSEQ programme to your SRPM
The recording to this webinar can be found here: http://www.mangolive.com/blog-mango/how-to-link-your-hseq-programme-to-your-supplier-relationship-and-performance-management-system
Strategic Sourcing and B2B E Commerce Solutions For ASEAN Purchasing Professi...Bill Kohnen
As ASEAN regional demand grows the skill of Purchasing professionals in the region will need to change from the current focus on export industries and tactical BPO industries. Specifically developing core Strategic Sourcing skills and utilizing B2B E Commerce Solutions in ways optimized ASEAN demand will be important. 2015 PASIA Conference discussion presentation.
Procurement dari cost centre menjadi profit centre
Dengan harga harga yang meningkat, namun pendapatan tidak bertambah, strategy cost saving menjadi strategi ujung tombak menjaga profit suatu perusahaan. Procurement cost saving strategy menjadi pilihan yang utama, mengingat procurement menangani 60-80% spending perusahaan (direct & indirect). Peran procurement menjadi semakin strategis, signifikan dan berubah dari cost centre menjadi profit centre.
Training Slides of Supplier Assessment and Performance Measurement, discussing the importance of Suppliers.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Post Award Contract Management for IT Suppliers v1.0 20200701Peter Soetevent
Post Award Contract Management for IT Suppliers is crucial to successfully manage the relationship between the Business and Supplier. This innovative framework offers all the elements for managing the process
Zafin regional CEO: Using Technology to Drive Earnings GrowthZafin
In his presentation to Sibos 2014 delegates in Boston on September 29, 2014, John Kohari, CEO – Americas at Zafin, discussed how the Product and Pricing Lifecycle Management (PPLM) approach to augmenting existing systems delivers sustainable revenue generation for financial institutions.
Emerging Deal Constructs – Why, How and What?Kapil Puri
Sourcing relationships are evolving and taking new shape. What are the new deal constructs – outcome based relationships, shared services monetization/commercialization, business volume based partnering et al? Are we achieving the benefits of standardized solutions, while managing the complexity of new service delivery models? What are the new risks and deal factors in play?
Output- and Outcome-Based Service Delivery and Commercial ModelsCognizant
To extract more from IT sourcing arrangements, buyers and providers must embrace value-based models that prioritize measurable and meaningful results over human resource-oriented inputs.
Next Generation Approaches: Why Smart Buyers should Abandon the Traditional A...EightyTwenty Insight
The traditional approach to sourcing, involving only a cursory look at the overall strategy before diving into the transaction (build or buy), is now being recognised as not being ‘fit-for-purpose’. This presentation looks at the new drivers for change, and provides some tips on how to move forward.
For more information, please go to www.8020i.co.uk .
Regulatory Affairs Outsourcing Considerations and ModelsPaul Kuiken
I present a number of issues which are being considered by all organisations in the healthcare, pharmaceutical, biotechnology, and clinical sectors. I presented this to an audience at an outsourcing summit and have tailored this to a more general audience.
I am happy to receive your comments and provide your insights to whether you agree or not with my points or to hear from you regarding your experiences of outsourcing in whatever sector you are interested in.
ASC 606: Accounting for Contracts with Customers, transforms the way all companies recognize revenue for the sale of goods and services. The implementation of the new standard impacts processes, people and systems for all sectors of the organization from the accounting and finance team to legal and human resources.
Justine Jacob, Senior Manager and Jordan Scheiderer, Director from MorganFranklin Consulting, have spent the last three years assisting public and private companies assess and implement ASC 606 and transform their revenue recognition processes. In this webinar they'll discuss the new standard, share lessons learned from previous implementations and identify the key areas of impact throughout the organization.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
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➢ Korean President visits Samsung Electronics R&D Center
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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1. Second Generation Facilities
Management Outsourcing
Gary Noy
Director, Vendor Management EMEA and APAC
Facilities Management and Property Event, Selsdon Park
Hotel, Croydon 29th - 30th April 2014
3. Weighing Options
3
• Options
– Renegotiate
• Keep current vendor
– In source
• Use own staff
– Bid to market
• Same or different
bundles
• May result in a vendor
change
– Mixture
4. Future Drivers
Cost control/cost reduction
New service lines
New geographies
Scalability
Flexibility
Asset class expansion
Analytics/modelling
Other
4
5. Value Opportunities
• Evolution of systems, methods and processes
• Supplier capability changes
• Change in market standards
Change in market
• Acquisitions and divestitures
• Structure, services, geography
Change in customer’s business
• Ideas for improvement
• Remediate issues on current account
Customer’s experience
5
6. Click to edit Master title style
Analyse Current State
6
Commercial
Structure
Relationship
Performance
Investment/
innovation
Vendor market
position
FutureImportance
Market Competitive
High
HighLow
7. Risk Of Change
7
Enablers of risk mitigation
• Early termination rights
• Notice requirements
• Termination assistance services
• Rights to service data and
information
• Termination transfer rights
– People, Assets, Contracts
– IP (systems, policies and
procedures)
• Other contractual protections
Risk of
Change
Lack of
knowledge
of the
outsourced
function(s)
Lack of
transferable
function
Service
disruption
Time
flexibility
Termination
of existing
relationship
Stakeholder
support
8. Market Perception
8
Ensure no perceived incumbent bias
Demonstrate willingness AND ability to change
vendor
• Innovation vs. Price
• Outcome vs. Prescriptive
• Transformation vs. Tactical/Incremental
• Collaborative vs. Directive
Match sourcing process to objectives
• Process
• Decision
• Scope
Capitalise/re-engage based on history of previous
market visit
9. FM Pricing Models
•Vendor passes all direct costs of FM services through to customer without mark-up, with a
separate management fee (margin) invoiced to cover overheads and profit.
•Open book accounting of the pass through costs is essential for assurance
•These may include a “Guaranteed Maximum Price” or Cap.
Pass-through plus
management fee
•Vendor provides all services at a fixed price
•Fixed price is usually only appropriate where the volume, standard and scope of services is
constant or at least predictable
•Main benefit to customer is certainty of charges
•Downside is that the charges are rarely transparent
Fixed price
•Unit pricing of baseline levels of usage/output for specific items of service (e.g. Number of desks
or back office transactions)
•Setting a tolerance level over/under baseline levels (e.g. “cap and collar” gives the customer
predictability over certain costs
•Mechanisms for reviewing baselines can be in contract, they are effectively re-negotiations which
can be time consuming
Unit pricing/Baseline
model
•A very flexible service delivery model and allows for comparison of rates
•No incentive for the vendor to innovate and/or reduce delivery costsTime and material
9
10. Transition
Pre-
Transition
Transition
Post-
Transition
10
Coordinate transition between existing and new vendors
• Knowledge transfer
– To new vendor or customer
– Cooperation between vendors
• IP, software, assets and contracts
– Determine if existing IP can be used
• Personnel
– Determine if there are rights to hire outgoing vendor staff
• Communications
– To vendors, stakeholders and customers
Human Resources
Contracts
Finance
Technology
EHS/Quality
Operations
11. Click to edit Master title style
Contracting Success Factors
11
Clear Sourcing Strategy
Avoid piecemeal process,
inconsistency and lack of
transparency
Defined Service
Requirements
Clarity on type and level of
services
Address HR Issues Upfront
Make provision for legal and
communication activities
Effective Change
Management
Effective processes and controls
in contract
Baseline Data
Detailed budget, staff models
and improvement tracking
Preserved Leverage
Non-exclusivity,
termination/renewal rights.
Effective governance process
Understanding Pricing
Structures
Open book, risk/reward, fixed
fee, gain-share etc.
Flexibility
Structure contract to
accommodate
growth/contraction
Effective Risk Transfer
Appropriate KPIs, avoiding
margin stacking
Understanding Contractual
Content
Particularly risk allocations,
insurances, indemnities etc.
Successful
Sourcing
12. Click to edit Master title style
Relationship Success Factors
12
Clear Understanding
Align at start:
Client needs and expectations
Vendor capabilities and
responsibilities
Alignment
Objectives and financial goals are
aligned so that both parties
naturally act in an aligned way.
Prevents dysfunctional behaviour
from self preservation
Positive Engagement
An assumption of trust and belief
that the other party is trying to
do the right thing
Cemented on doing what is
expected
Motivation
Customer team contribute to
contract success
Vendor and staff compensation
based on customer satisfaction
Capability
Vendor must be fully capable of
delivering what is promised at a
cost both parties expect
Data Quality
Customer and Vendor use
accurate, complete, readily
available (and the same)
information to make decisions
Communication
Customer and Vendor
communication is effective at all
levels for timely decisions
Stakeholder Engagement
Customer has gained full
cooperation of all stakeholders
who can undermine the success
of the relationship
Successful
Relationship
13. Weighing Options
13
• Options
– Renegotiate
• keep current vendor
– In source
• use own staff
– Bid to market
• may result in a vendor change
– Mixture
• Considerations
– Change in vendor can be costly
and disruptive
– Balance value with risk of vendor
change
– Be clear on the issues that you
care about
– Define what you need to achieve
• Requires objectivity and market
insight