The document outlines the goals and targets for Kanepackage Mexico's 4th fiscal year 2019-2020. It includes targets for operating income, sales per head, regular customers, customer complaints, and loan limit. Strategies are provided to achieve the sales target, material profit ratio target, limit direct labor costs, limit expenses, achieve the gross profit ratio target, and achieve the operating income target. Additional metrics like inventory turnover, accounts receivable turnover, accounts payable turnover, and cash conversion cycle are also discussed.
The document discusses various strategy and performance management topics including what strategy is, the components of strategy, basic strategies like product differentiation and cost leadership, implementing strategy using the balanced scorecard with financial, customer, internal processes, and learning & growth perspectives, reengineering business processes, and evaluating strategy using changes in operating income. It also distinguishes between engineered and discretionary costs and discusses how to manage unused capacity by attempting to eliminate it or use it to grow revenue.
The document summarizes a business analytics forum hosted by DeeperThanBlue Analytics. It discusses using various types of data and analytics tools to analyze a steel company's sales, purchases, labor costs, and profits. Examples are provided on enhancing standard sales analysis with economic forecasts to predict trends and inform strategic decisions. The forum also explores analyzing customer profitability, labor efficiency, and linking planning tools like IBM Planning Analytics to coordinate sales, production, purchasing, and labor plans.
The document outlines concepts related to sales and operations planning including:
1. The sales and operations planning process aims to match supply and demand over an intermediate time horizon.
2. Strategies for adjusting capacity to meet demand include level production, chase demand, overtime/under-time, subcontracting, and part-time workers.
3. Quantitative techniques for aggregate planning include linear programming models, transportation methods, and mixed strategies to balance various costs.
This document provides a summary of Alyna Ho's career experience and qualifications. Over 13 years of experience, she has held roles in pricing analysis, marketing operations, project management, and business analysis. She is skilled in data analytics, budgeting, forecasting, and process improvement. Her most recent role was as a Revenue Analyst at Caterpillar Asia Pacific from 2008 to 2015 where she led various pricing, marketing, and new product initiatives across multiple countries in the Asia Pacific region.
S&OP is a monthly global process to balance supply and demand, bringing all business operational plans into one integrated plan. All activities is based on a common Forecast data set. The ultimate target for S&OP therefore is to balance Supply and Demand.
This document contains summaries of assignments for 12 weeks of an accounting course. It lists various exercises, problems, and cases related to topics like cost behavior, budgeting, variance analysis, and decision-making. The assignments are from an accounting textbook and include calculation questions and written analyses. Students are directed to a website for additional course materials and information.
The document outlines the goals and targets for Kanepackage Mexico's 4th fiscal year 2019-2020. It includes targets for operating income, sales per head, regular customers, customer complaints, and loan limit. Strategies are provided to achieve the sales target, material profit ratio target, limit direct labor costs, limit expenses, achieve the gross profit ratio target, and achieve the operating income target. Additional metrics like inventory turnover, accounts receivable turnover, accounts payable turnover, and cash conversion cycle are also discussed.
The document discusses various strategy and performance management topics including what strategy is, the components of strategy, basic strategies like product differentiation and cost leadership, implementing strategy using the balanced scorecard with financial, customer, internal processes, and learning & growth perspectives, reengineering business processes, and evaluating strategy using changes in operating income. It also distinguishes between engineered and discretionary costs and discusses how to manage unused capacity by attempting to eliminate it or use it to grow revenue.
The document summarizes a business analytics forum hosted by DeeperThanBlue Analytics. It discusses using various types of data and analytics tools to analyze a steel company's sales, purchases, labor costs, and profits. Examples are provided on enhancing standard sales analysis with economic forecasts to predict trends and inform strategic decisions. The forum also explores analyzing customer profitability, labor efficiency, and linking planning tools like IBM Planning Analytics to coordinate sales, production, purchasing, and labor plans.
The document outlines concepts related to sales and operations planning including:
1. The sales and operations planning process aims to match supply and demand over an intermediate time horizon.
2. Strategies for adjusting capacity to meet demand include level production, chase demand, overtime/under-time, subcontracting, and part-time workers.
3. Quantitative techniques for aggregate planning include linear programming models, transportation methods, and mixed strategies to balance various costs.
This document provides a summary of Alyna Ho's career experience and qualifications. Over 13 years of experience, she has held roles in pricing analysis, marketing operations, project management, and business analysis. She is skilled in data analytics, budgeting, forecasting, and process improvement. Her most recent role was as a Revenue Analyst at Caterpillar Asia Pacific from 2008 to 2015 where she led various pricing, marketing, and new product initiatives across multiple countries in the Asia Pacific region.
S&OP is a monthly global process to balance supply and demand, bringing all business operational plans into one integrated plan. All activities is based on a common Forecast data set. The ultimate target for S&OP therefore is to balance Supply and Demand.
This document contains summaries of assignments for 12 weeks of an accounting course. It lists various exercises, problems, and cases related to topics like cost behavior, budgeting, variance analysis, and decision-making. The assignments are from an accounting textbook and include calculation questions and written analyses. Students are directed to a website for additional course materials and information.
The document discusses key concepts in operations management. It presents diagrams showing the processes involved in an advertising agency, including the client interface process, advertisement design and planning process, and production process. It also shows support processes that provide strategic direction and ensure effective execution, such as human resource support, financial budgeting, and regulatory compliance. Finally, it discusses productivity measures and provides an example calculation of labor productivity and multifactor productivity.
This document provides an overview of managerial and cost accounting concepts. It discusses how managerial accounting is used by managers to make better decisions by providing information about all types of costs. Examples are given of how managerial accounting can be used to set prices, evaluate new equipment purchases, and assess whether to make or buy products. The document also notes some limitations of using historical accounting data and how supplementing it with other knowledge can help decision making.
Worked throughout with Top level Management to determine strategies, Planning Process Improvements. Formulating cost effective solutions & Market research, Sales planning & analysis.
Budgeting and Capital Investment decisions, Business & financial analysis. Corporate Finance, Management Accounting, IFRS, Costing & Pricing Decision, Variance Analysis & MIS, Fixed asset management, US GAAP, Monitoring Taxation, Project Manage3
.+ment, & forecasting, Online Marketing &, Tender procedures, Purchase Mgt.
Post Qualification Finance Experience 4 years Total 8 years in Finance.
Analyst, Administration and marketing/sales support experience 7 years.
Food cost control involves setting standards for costs according to business objectives and policies. It means adhering to predetermined standards for buying, preparing, and selling food. Food cost includes the cost of food cooked plus wastage, spoilage, and shrinkage/pilferage. It should not be reduced at the expense of quality or customer satisfaction. Controlling food cost is important because every 1 rupee saved equals 10 rupees in sales and improves the bottom line. Methods of control include reducing shrinkage/pilferage through better security and workplace culture, minimizing spoilage through storage and kitchen facilities, and decreasing wastage through planning quantities and bringing a culture of high performance rather than policing.
This document outlines key aspects of aggregate planning including:
- Aggregate planning matches supply and demand over an intermediate time horizon to determine necessary resource capacity. It balances demand forecasts with available resources.
- Strategies for adjusting capacity include level production, overtime/under-time work, subcontracting, and part-time hiring. Strategies for managing demand include shifting demand across time periods, incentives, and partnering with suppliers.
- Quantitative techniques for aggregate production planning include linear programming, transportation methods, linear decision rules, and management coefficients models. These help determine optimal production and capacity levels.
Ppt slides for cost accounting t2 w1 2016 0329arthurArthur Shum
This document provides an outline for a Management Accounting II course. It includes:
- An introduction and overview of the course structure, required text, assessment, expectations, and materials.
- Details on assessment activities including attendance, assignments, computer simulations, and exams.
- Topics that will be covered such as cost systems, activity-based management, decision making, and performance measurement.
- Information on exercises, case studies, and expectations for the course.
Sales and Operations Planning (S&OP) is an 18-24 month formal business process that reviews product families at a monthly cycle from both product and financial perspectives. It follows a suggested 8 step process: 1) data gathering, 2) demand planning, 3) supply planning, 4) pre-S&OP meeting, 5) executive S&OP meeting. The executive S&OP meeting makes final decisions to balance supply and demand, resolve issues, and review performance. Critical success factors for S&OP include top management involvement, ongoing routine meetings, cross-functional participation, empowered decision makers, collaboration, measurement, and supporting technology.
The document discusses using a balance scorecard to measure business strategy. It describes building a scorecard with four perspectives: financial, customer, internal processes, and learning and growth. For the financial perspective, it outlines strategic themes for different stages of a business unit's lifecycle - growth, sustain, and harvest. These themes include revenue growth and mix, cost reduction/productivity improvement, and asset utilization/investment strategy. Generic measures are provided for each theme.
The document discusses key performance indicators (KPIs), which help organizations define and measure progress toward goals. It provides guidelines for developing effective KPIs, including that they should be quantifiable and reflect organizational goals and objectives. It also gives examples of good and bad KPI definitions, and shows how KPIs can be structured at different levels of an organization and cascaded down from high-level goals.
Build a strategic management tool for your business in the form of this exclusive balance scorecard PowerPoint presentation slides. Use this balance scorecard PPT design to describe different prospective of your organization which are described as financial perspective, customer or investors perspective, organizational growth perspective and the internal process perspective. This Balanced Scorecard PPT layout explains the essential uses of the maintaining the balance scorecard for strategically developments of your organization as it also helps in analyzing various functions of your business and explains other factors which may affect the growth rate of your organization. This Balanced Scorecard presentation template will work as an effective management strategic tool to manage as well as monitor the strategic targets for the company. Thus you are just a click away from owning this professional designed PowerPoint image for your business to explain your subject matter in a very ingenious way. Gaze into the crystal ball with our Balanced Scorecard PowerPoint Presentation Slides. They give you the gift of foresight.
The document discusses the importance of contractors understanding their break-even point and how to calculate it. It provides examples of annual and monthly budgets, showing how to determine break-even revenue, sales, and hours. It also discusses how changing variables like overhead costs, gross profit margins, or adding new expenses can impact break-even levels. The document recommends contractors regularly monitor their break-even and take action if they are not hitting monthly targets.
Build a strategic management tool for your business in the form of this exclusive balance scorecard PowerPoint presentation slides. Use this balance scorecard PPT design to describe different prospective of your organization which are described as financial perspective, customer or investors perspective, organizational growth perspective and the internal process perspective. This Balanced Scorecard PPT layout explains the essential uses of the maintaining the balance scorecard for strategically developments of your organization as it also helps in analyzing various functions of your business and explains other factors which may affect the growth rate of your organization. This Balanced Scorecard presentation template will work as an effective management strategic tool to manage as well as monitor the strategic targets for the company. Thus you are just a click away from owning this professional designed PowerPoint image for your business to explain your subject matter in a very ingenious way. Gaze into the crystal ball with our Balanced Scorecard Powerpoint Presentation Slides. They give you the gift of foresight. https://bit.ly/3wDkSjS
Kishore Panda has over 10 years of experience in operations, finance, and accounts roles in the IT and export industries. He has 5+ years of experience managing operations and customer relationships at Tech Mahindra, including revenue projections, invoice processing, and audit preparations. He also has 3+ years of finance experience at Tech Mahindra processing invoices, vendor reconciliations, and handling audits. Earlier he worked 2 years in accounts payable and export documentation at Auro Avenida Exports. He holds an MBA and has skills in operations, finance, accounts payable, and data analysis.
The document summarizes the Balanced Scorecard framework and provides examples of how it can be used. It discusses how the Balanced Scorecard translates strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides an example scorecard for an electronics company and outlines the key principles of using the Balanced Scorecard to align organizational goals and strategy.
The document discusses a cost-plus model for determining distributor remuneration. It outlines 5 easy steps: 1) identify required services, 2) required structure, 3) costs of structure/services, 4) ensure distributor profit relates to costs, 5) determine sales level for calculating commissions. The model aims to ensure remuneration bears a direct relationship to costs/investment incurred by distributors in fulfilling business requirements.
The document presents a business growth model designed to achieve financial independence through business ownership. The model involves purchasing businesses that meet certain criteria, such as generating 20% profit before taxes and $500k in annual revenue, and using the equity from each additional purchase to fund the next acquisition. This allows owners to accumulate multiple revenue-generating assets over time. The model projects that by year 15, owning three such businesses could result in over $1.4 million in savings and $2.3 million in total asset value to facilitate retirement. Future seminars are recommended to help find qualified businesses and ensure their effective long-term operation and growth.
The document presents a business growth model designed to achieve financial independence through business ownership. The model involves purchasing businesses that meet certain criteria, such as generating 20% profit before taxes and $500k in annual revenue, and using the equity from each additional purchase to fund the next acquisition. This allows owners to accumulate multiple businesses over time. The model projects that by year 15, the owner would have $1.49 million in savings and $2.37 million in total business asset value to facilitate retirement. Future seminars are recommended to help find qualified businesses and ensure their effective long-term operation and growth.
The document presents a business growth model designed to achieve financial independence through business ownership. The model involves purchasing businesses that meet certain criteria, such as generating 20% profit before taxes and $500k in annual revenue, and using the equity from each additional purchase to fund the next acquisition. This allows building a portfolio of businesses that can support an annual salary of $120k and retirement objectives through eventual sale of the businesses. Key requirements for the model include the ability to pay off loans in 5 years and maintain 5% annual growth through effective marketing, personnel, and operations. Future seminars are planned to help find qualified businesses and optimize their performance.
Daniel Fitzpatrick is a demand planner with over 19 years of experience managing inventory, sales and operations planning, forecasting, and supplier relationships for large CPG and retail companies. He has a proven track record of growing revenue, improving productivity, and minimizing costs through statistical forecasting, inventory optimization, and strong collaboration across teams. Fitzpatrick currently manages forecasting and planning for Central Garden & Pet's decor division, with $63M in annual sales and 950 SKUs. Prior experience includes demand planning roles at Stanley Black & Decker, Home Depot, and Walmart, where he successfully launched new products, improved fill rates and inventory turns, and saved millions through efficient seasonal inventory management.
The document discusses key concepts in operations management. It presents diagrams showing the processes involved in an advertising agency, including the client interface process, advertisement design and planning process, and production process. It also shows support processes that provide strategic direction and ensure effective execution, such as human resource support, financial budgeting, and regulatory compliance. Finally, it discusses productivity measures and provides an example calculation of labor productivity and multifactor productivity.
This document provides an overview of managerial and cost accounting concepts. It discusses how managerial accounting is used by managers to make better decisions by providing information about all types of costs. Examples are given of how managerial accounting can be used to set prices, evaluate new equipment purchases, and assess whether to make or buy products. The document also notes some limitations of using historical accounting data and how supplementing it with other knowledge can help decision making.
Worked throughout with Top level Management to determine strategies, Planning Process Improvements. Formulating cost effective solutions & Market research, Sales planning & analysis.
Budgeting and Capital Investment decisions, Business & financial analysis. Corporate Finance, Management Accounting, IFRS, Costing & Pricing Decision, Variance Analysis & MIS, Fixed asset management, US GAAP, Monitoring Taxation, Project Manage3
.+ment, & forecasting, Online Marketing &, Tender procedures, Purchase Mgt.
Post Qualification Finance Experience 4 years Total 8 years in Finance.
Analyst, Administration and marketing/sales support experience 7 years.
Food cost control involves setting standards for costs according to business objectives and policies. It means adhering to predetermined standards for buying, preparing, and selling food. Food cost includes the cost of food cooked plus wastage, spoilage, and shrinkage/pilferage. It should not be reduced at the expense of quality or customer satisfaction. Controlling food cost is important because every 1 rupee saved equals 10 rupees in sales and improves the bottom line. Methods of control include reducing shrinkage/pilferage through better security and workplace culture, minimizing spoilage through storage and kitchen facilities, and decreasing wastage through planning quantities and bringing a culture of high performance rather than policing.
This document outlines key aspects of aggregate planning including:
- Aggregate planning matches supply and demand over an intermediate time horizon to determine necessary resource capacity. It balances demand forecasts with available resources.
- Strategies for adjusting capacity include level production, overtime/under-time work, subcontracting, and part-time hiring. Strategies for managing demand include shifting demand across time periods, incentives, and partnering with suppliers.
- Quantitative techniques for aggregate production planning include linear programming, transportation methods, linear decision rules, and management coefficients models. These help determine optimal production and capacity levels.
Ppt slides for cost accounting t2 w1 2016 0329arthurArthur Shum
This document provides an outline for a Management Accounting II course. It includes:
- An introduction and overview of the course structure, required text, assessment, expectations, and materials.
- Details on assessment activities including attendance, assignments, computer simulations, and exams.
- Topics that will be covered such as cost systems, activity-based management, decision making, and performance measurement.
- Information on exercises, case studies, and expectations for the course.
Sales and Operations Planning (S&OP) is an 18-24 month formal business process that reviews product families at a monthly cycle from both product and financial perspectives. It follows a suggested 8 step process: 1) data gathering, 2) demand planning, 3) supply planning, 4) pre-S&OP meeting, 5) executive S&OP meeting. The executive S&OP meeting makes final decisions to balance supply and demand, resolve issues, and review performance. Critical success factors for S&OP include top management involvement, ongoing routine meetings, cross-functional participation, empowered decision makers, collaboration, measurement, and supporting technology.
The document discusses using a balance scorecard to measure business strategy. It describes building a scorecard with four perspectives: financial, customer, internal processes, and learning and growth. For the financial perspective, it outlines strategic themes for different stages of a business unit's lifecycle - growth, sustain, and harvest. These themes include revenue growth and mix, cost reduction/productivity improvement, and asset utilization/investment strategy. Generic measures are provided for each theme.
The document discusses key performance indicators (KPIs), which help organizations define and measure progress toward goals. It provides guidelines for developing effective KPIs, including that they should be quantifiable and reflect organizational goals and objectives. It also gives examples of good and bad KPI definitions, and shows how KPIs can be structured at different levels of an organization and cascaded down from high-level goals.
Build a strategic management tool for your business in the form of this exclusive balance scorecard PowerPoint presentation slides. Use this balance scorecard PPT design to describe different prospective of your organization which are described as financial perspective, customer or investors perspective, organizational growth perspective and the internal process perspective. This Balanced Scorecard PPT layout explains the essential uses of the maintaining the balance scorecard for strategically developments of your organization as it also helps in analyzing various functions of your business and explains other factors which may affect the growth rate of your organization. This Balanced Scorecard presentation template will work as an effective management strategic tool to manage as well as monitor the strategic targets for the company. Thus you are just a click away from owning this professional designed PowerPoint image for your business to explain your subject matter in a very ingenious way. Gaze into the crystal ball with our Balanced Scorecard PowerPoint Presentation Slides. They give you the gift of foresight.
The document discusses the importance of contractors understanding their break-even point and how to calculate it. It provides examples of annual and monthly budgets, showing how to determine break-even revenue, sales, and hours. It also discusses how changing variables like overhead costs, gross profit margins, or adding new expenses can impact break-even levels. The document recommends contractors regularly monitor their break-even and take action if they are not hitting monthly targets.
Build a strategic management tool for your business in the form of this exclusive balance scorecard PowerPoint presentation slides. Use this balance scorecard PPT design to describe different prospective of your organization which are described as financial perspective, customer or investors perspective, organizational growth perspective and the internal process perspective. This Balanced Scorecard PPT layout explains the essential uses of the maintaining the balance scorecard for strategically developments of your organization as it also helps in analyzing various functions of your business and explains other factors which may affect the growth rate of your organization. This Balanced Scorecard presentation template will work as an effective management strategic tool to manage as well as monitor the strategic targets for the company. Thus you are just a click away from owning this professional designed PowerPoint image for your business to explain your subject matter in a very ingenious way. Gaze into the crystal ball with our Balanced Scorecard Powerpoint Presentation Slides. They give you the gift of foresight. https://bit.ly/3wDkSjS
Kishore Panda has over 10 years of experience in operations, finance, and accounts roles in the IT and export industries. He has 5+ years of experience managing operations and customer relationships at Tech Mahindra, including revenue projections, invoice processing, and audit preparations. He also has 3+ years of finance experience at Tech Mahindra processing invoices, vendor reconciliations, and handling audits. Earlier he worked 2 years in accounts payable and export documentation at Auro Avenida Exports. He holds an MBA and has skills in operations, finance, accounts payable, and data analysis.
The document summarizes the Balanced Scorecard framework and provides examples of how it can be used. It discusses how the Balanced Scorecard translates strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides an example scorecard for an electronics company and outlines the key principles of using the Balanced Scorecard to align organizational goals and strategy.
The document discusses a cost-plus model for determining distributor remuneration. It outlines 5 easy steps: 1) identify required services, 2) required structure, 3) costs of structure/services, 4) ensure distributor profit relates to costs, 5) determine sales level for calculating commissions. The model aims to ensure remuneration bears a direct relationship to costs/investment incurred by distributors in fulfilling business requirements.
The document presents a business growth model designed to achieve financial independence through business ownership. The model involves purchasing businesses that meet certain criteria, such as generating 20% profit before taxes and $500k in annual revenue, and using the equity from each additional purchase to fund the next acquisition. This allows owners to accumulate multiple revenue-generating assets over time. The model projects that by year 15, owning three such businesses could result in over $1.4 million in savings and $2.3 million in total asset value to facilitate retirement. Future seminars are recommended to help find qualified businesses and ensure their effective long-term operation and growth.
The document presents a business growth model designed to achieve financial independence through business ownership. The model involves purchasing businesses that meet certain criteria, such as generating 20% profit before taxes and $500k in annual revenue, and using the equity from each additional purchase to fund the next acquisition. This allows owners to accumulate multiple businesses over time. The model projects that by year 15, the owner would have $1.49 million in savings and $2.37 million in total business asset value to facilitate retirement. Future seminars are recommended to help find qualified businesses and ensure their effective long-term operation and growth.
The document presents a business growth model designed to achieve financial independence through business ownership. The model involves purchasing businesses that meet certain criteria, such as generating 20% profit before taxes and $500k in annual revenue, and using the equity from each additional purchase to fund the next acquisition. This allows building a portfolio of businesses that can support an annual salary of $120k and retirement objectives through eventual sale of the businesses. Key requirements for the model include the ability to pay off loans in 5 years and maintain 5% annual growth through effective marketing, personnel, and operations. Future seminars are planned to help find qualified businesses and optimize their performance.
Daniel Fitzpatrick is a demand planner with over 19 years of experience managing inventory, sales and operations planning, forecasting, and supplier relationships for large CPG and retail companies. He has a proven track record of growing revenue, improving productivity, and minimizing costs through statistical forecasting, inventory optimization, and strong collaboration across teams. Fitzpatrick currently manages forecasting and planning for Central Garden & Pet's decor division, with $63M in annual sales and 950 SKUs. Prior experience includes demand planning roles at Stanley Black & Decker, Home Depot, and Walmart, where he successfully launched new products, improved fill rates and inventory turns, and saved millions through efficient seasonal inventory management.
Mohammad Touseef has over 11 years of experience in marketing and customer service for telecom companies. He has held roles such as Manager of Prepaid Data Products at Reliance Communications and Deputy Manager of Prepaid Voice Usage and Revenue at Tata Teleservices. His experience includes developing new products, analyzing customer usage and revenue, and managing product portfolios.
Mohammad Touseef has over 11 years of experience in marketing and customer service for telecom companies. He has held roles such as Manager of Prepaid Data Products at Reliance Communications and Deputy Manager of Prepaid Voice Usage and Revenue at Tata Teleservices. His experience includes developing new products, analyzing customer usage and revenue, and managing product portfolios.
Pace 2009 Effective Financial ManagementLinnea Blair
Presented at PACE 2009 Convention by Linnea Blair, Advisors On Target. Some information in this presentation is sourced from RAN ONE, Inc. Advisors On Target is a RAN ONE Business Advisor.
Maximize SAP Ariba Solution ROI Through Optimized Governance, Compliance, and...SAP Ariba
Effective use of SAP Ariba solutions can drive significant results, but to maximize value, a focus on factors like governance, compliance, and success measurement is critical. How do you leverage your executive sponsorship to drive compliance? How do you measure success and communicate it? Learn how to align these factors to unlock value and win the hearts and minds of your stakeholders. In this session, we also review actions you can take now to get a plan on track.
Director of Product Management and specialist in the Trade planning and management space, Joe Cartwright talks about increasing business value with AFS TPM Retail.
Nitin G. Solanki has over 15 years of experience in banking and finance. He currently works as a Manager in the Auto Loan product team at HDFC Bank, where he is responsible for business analytics, sales planning, budgeting and forecasting. Previously, he worked at JPMorgan Chase in their global finance operations team conducting audits. He holds an MBA from ITM Mumbai and a B.Com from Mumbai University.
Sales Administration, MIS, Distribution : worked with 250+ Field Force Team, Effective Planning and Execute, MIS, Order – Dispatch process, Audit, Cost Control, Profitability of Division, Receivable, Budgeting, Operating SAP (SD, MM & FI modules) etc.
SCM : Handle the end to end SCM activities for the Plant. To manage an efficient supply chain ensuring raw material purchasing, stock levels and sales forecasts are aligned for meeting Plant goals.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
2. 4TH FY GOALS & TARGET
USD100
Operating
Income
USD4.3k
Sales per
Head
(44 employees)
USD500K
Regular
Customer
Items
Zero 0
Customer
Complaint
USD400K
Limit
Loan
Amount
70%
Employee
Perfect
Attendance
3. Sales Target = USD2.185M
Material Profit Ratio = 50% of Sales
Direct Labor Cost = 8% of Sales
MOH+ADM Expenses = 42% of Sales
Gross Profit Ratio = 20% of Sales
5. LOAN LIMIT- USD400K
2. SALES PER HEAD-USD4.3K
1. OPERATING INCOME-USD100
4. To Achieve USD2.185M SALES
Optimize CRM by
recommending a software
that could facilitate Customer
Service Monitoring and Real-
time Analytics to ensure that
Kanepackage Values is always
being observed
Modernize Marketing Efforts.
Implement a referral Program
(Customer Reco). Network
more by joining different
Industry activities in the
Automotive Sector. Increase
social media use.
SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG
Target 2019-2020 179 180 179 190 173 172 184 185 185 185 185 189
Actual 2018-2019 102 190 168 126 122 86 228 117 126 137 140 182
SALES
To Achieve the 50% Material Profit Ratio
Find and recommend a software or
database to facilitate COSTING, a
database that keeps all the record
of material prices and logistics
services to automate pricing
(Implementation of Target Costing-
Integrated to Value Engineering)
Initiative to check the
Standard Material Cost and
check on Alternative
Resources (could make our
own Price Comparison from
the information forwarded to
Accounting vs Market)
SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG
Target 2019-2020 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50%
Actual 2018-2019 43% 42% 47% 65% 52% 45% 60% 59% 59% 56% 62% 57%
MPR
5. To Limit the Direct Labor Cost @ 8% of Sales
Efficiently align the need for employee
services, ex. maximize the use of
transport services by assigning
strategic pick-up points (minimal pick-
up points could lessen the cost),
increasing performance thru training,
motivational rewards and regular
performance review.
Carefully review (compare with
the projected operational
requirement) the manpower
request, challenge every request
for additional personnel as we
have to maintain the number of
WF budgeted for this FY
To Limit Expenses (MOH+ADM) to 42% of Sales
Set Specific Reduction Scheme
for Controllable Costs like,
setting a budget per department
on consumables / supplies or
assign specific Cost Centers per
Department for proper cost
allocation, monitoring and
Control
Reduce Business Travel Expenses
and optimize trucking cost thru
Close Coordination, Effective
Scheduling and Careful planning of
deliveries and customer visits -
could maximize each Sales
Personnel’s Time and reduce Gas &
toll fee expenses
SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG
Target 2019-2020 14 15 15 15 15 14 16 16 16 16 16 16
Actual 2018-2019 13 14 15 15 10 9 19 14 13 11 13 12
DIRECTLABOR
SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG
Target 2019-2020 75 75 75 80 72 72 76 76 76 77 77 79
Actual 2018-2019 55 63 56 62 54 59 80 79 81 75 75 80
EXPENSES
(MOH+ADM)
6. To Achieve 20% of Sales Gross Profit Ratio
See Labor and Expenses
Strategies
See Labor and Expenses
Strategies
To Achieve USD100 Operating Income
Close monitoring of the
Budgeted Sales and expenses,
making regular reminder to
Sales and Operations of the
Target for the month and ensure
controls over expenditures –
review and monitoring of
submitted requests for payment
Optimizing employee’s skills thru
regular employee skills assessment
ensuring that skills are aligned to
their assigned tasks, and
considering exchanges of
personnel from one department to
another to meet greater employee
efficiency (job rotation)
SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG
Target 2019-2020 36 36 36 39 34 34 36 36 36 36 36 37
Actual 2018-2019 5 30 33 36 28 3 84 13 22 30 37 53
GROSSPROFIT
RATIO
SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG
Target 2019-2020 7 16 5 5 9 11 5 13 3 9 14 12
Actual 2018-2019 -24 1 7 5 -2 -30 38 -24 -20 -10 -1 12
NETPROFIT
7. Measures the days to
convert Inventory to
Sales (DIO)+ the days
to convert credit sales
to cash (DSO)
Net days to pay the
Suppliers without
incurring penalties
(DPO) – deducted from
the Net Operating Cycle
Cash conversion cycle (CCC) is a metric that
expresses the length of time (in days) that it
takes for a company to convert its
investments in inventory and other resources
into cash flows from sales.
8. Inventory Turnover (ITO) = 8 or Average of 45 Days
Inventory Outstanding (DIO)
Accounts Receivable Turnover (ARTO) = 9 or Average of
40 Days Sales Outstanding (DSO)
Accounts Payable Turnover (APTO) = 9 or Average of 40
Days Payable Outstanding (DPO)
9. Inventory Turnover = 8 or 45 Days
Inventory Outstanding
Improve forecast accuracy,
Set safety stock levels,
Regularly Check Inventory
groups – Fast, Slow and Non-
moving and take necessary
actions like Inquiry with Sales
Team on future projects using
non-moving materials
Set supplier delivery cut-off,
negotiate with Suppliers the
recognition of material
requirement for the next
month – Materials to be used
in the next month should be
delivered or recognized on
that month.
Container
Packaging Q2
2019
Q1
2019
INVTY
T/O
Ratio
6.19 6.04
AR
T/O
Ratio
6.98 7.39
Accounts Receivable Turnover = 9 or 40
Days Sales Outstanding
Revise Credit Policies (ex. For
New Customers require 3
Cash Deliveries before
providing the 30-days credit,
Maintain the policy on
requiring 50% or higher
advance payment for big
projects)
Require Sales/Admin (Make this as
part of their KPI) to allow only 3
working days to request for the
invoice for items already delivered
to customers – Require Verbal PO
for those items already processed
in OPS, coordinate with Acctg
Counterpart for the acceptance of
Verbal PO as Invoice Reference
Accounts Payable Turnover= 9 or 40
Days Payable Outstanding
Leverage on Supplier
Selection Process,
negotiate longer payment
terms. Periodic review of
Payment terms (requesting
longer terms based on
volume or credit status)
Set specific Invoice
Requirement to Trade
Suppliers (Promotes Efficiency
in Processing Invoices). Refuse
to pay inaccurate invoices
(send back to supplier). No
Invoice/NO Payment
Requirement
https://csimarket.com/Industry/ind
ustry_Efficiency.php?ind=103