This document outlines a strategy development model for aligning, transforming, and optimizing a company's supply chain operations using technology. The model involves defining the current and future vision, processes, objectives and key performance indicators. It then develops a strategy and roadmap to transition from the current to the future state over the long term through regular reviews and revisions. The strategy development methods include on-site observations, workshops, and best practice research. Maintaining a flexible strategy that can adapt to changing business drivers is also emphasized.
Supply Chain Edge Supply Chain Alignment And Assessment White PaperjoebradySCE
In this white paper, we describe how a comprehensive supply chain assessment can help companies quickly identify the next generation of improvements, prioritize them according to business impact and the needs of critical stakeholders, and build concrete plans for implementing the desired improvements.
Development of a procurement strategy and making the aquisition and purchasing choice by Derek Hendrikz. passive, independent, supportive and integrative strategies. Outsourcing vs. insourcing and bottle neck, critical, routine and leverage sourcing discussed.
www.derekhendrikz.com
Supply Chain Strategy with an Assessment done for a Consumer Products Company with a presence in Europe, North America and Asia. Listing this to show format details for Supply Chain Strategy, and will also put a shorter version on as a Case Study for CI in Supply Chain. We put this on in so much detail to provide people with a guide and base for others to do similar projects (and if they need help, we'd love to speak with them). Good luck and feel free to reach out to me if you have questions on some of the formats or how to do the analysis being suggested.
Supply Chain Edge Supply Chain Alignment And Assessment White PaperjoebradySCE
In this white paper, we describe how a comprehensive supply chain assessment can help companies quickly identify the next generation of improvements, prioritize them according to business impact and the needs of critical stakeholders, and build concrete plans for implementing the desired improvements.
Development of a procurement strategy and making the aquisition and purchasing choice by Derek Hendrikz. passive, independent, supportive and integrative strategies. Outsourcing vs. insourcing and bottle neck, critical, routine and leverage sourcing discussed.
www.derekhendrikz.com
Supply Chain Strategy with an Assessment done for a Consumer Products Company with a presence in Europe, North America and Asia. Listing this to show format details for Supply Chain Strategy, and will also put a shorter version on as a Case Study for CI in Supply Chain. We put this on in so much detail to provide people with a guide and base for others to do similar projects (and if they need help, we'd love to speak with them). Good luck and feel free to reach out to me if you have questions on some of the formats or how to do the analysis being suggested.
This lecture slide was prepared for my guest lecture session in Bina Nusantara University's undergraduate program of International Business Management. It discussed the role of procurement function in an organisation, and how the function has been continuously evolved to meet market expectation by engaging business partners, as well as intra-company stakeholders. It shares top tips of how buyer can create value-add to the business from the book “Value-Added Purchasing” written by Eberhard E. Schening, PhD. Enjoy this as a part of your learning journey!
Moving Sustainability to the Core of Strategic SourcingJustin Sullivan
The University of California System's Sustainability Policy says that "Environmentally Sustainable Purchasing underlies all other areas of sustainable practice..." Find out how UC's System-Wide Strategic Sourcing Organization is embedding sustainability into its business processes and helping the UC be a global leader in sustainability.
A world class procurement function is one that has a measureable impact on the organisation’s profit and loss and adds real commercial value. Find out how effective use of innovation and smarter working can help you get there.
Presented by: Gerard Chick, FCIPS (Optimum Procurement) at PfH Live 2014
Strategic Vs Tactical Procurement Shifting Focus Towards Value CreationGregStoller
Applying tactical versus strategic sourcing has huge implications on budgets, resources, value delivery and many other factors; the attached offers some insight in deciding which to apply
This lecture slide was prepared for my guest lecture session in Bina Nusantara University's undergraduate program of International Business Management. It discussed the role of procurement function in an organisation, and how the function has been continuously evolved to meet market expectation by engaging business partners, as well as intra-company stakeholders. It shares top tips of how buyer can create value-add to the business from the book “Value-Added Purchasing” written by Eberhard E. Schening, PhD. Enjoy this as a part of your learning journey!
Moving Sustainability to the Core of Strategic SourcingJustin Sullivan
The University of California System's Sustainability Policy says that "Environmentally Sustainable Purchasing underlies all other areas of sustainable practice..." Find out how UC's System-Wide Strategic Sourcing Organization is embedding sustainability into its business processes and helping the UC be a global leader in sustainability.
A world class procurement function is one that has a measureable impact on the organisation’s profit and loss and adds real commercial value. Find out how effective use of innovation and smarter working can help you get there.
Presented by: Gerard Chick, FCIPS (Optimum Procurement) at PfH Live 2014
Strategic Vs Tactical Procurement Shifting Focus Towards Value CreationGregStoller
Applying tactical versus strategic sourcing has huge implications on budgets, resources, value delivery and many other factors; the attached offers some insight in deciding which to apply
Agility is critical to overcome the challenges of a traditional S&OP process. Learn more from our recommendations to manage, anticipate and synchronize supply and demands
Many companies see the need and are now seeing the business case and profit results for environmental and social sustainability programs and initiatives. A typical progression is for organizations to look at internal initiatives (i.e., energy efficiency), followed by downstream usage of products or services and reuse, recycling and disposal of products. For maximum beneficial impact, organizations need to leverage the supply base. However, not everyone has the power of Wal-mart, GE or IBM to require suppliers to engage. This presentation is an overview of a practical roadmap for extension of sustainability programs upstream to suppliers that companies of various size and status can follow to make progress and move up the curve toward supply chain sustainability.
Companies now understand that aligning supply chain planning and execution is a competitive necessity. This study details current and future supply chain planning strategies, practices and trends, and is based on the findings of a major study of supply professionals conducted in late summer 2013.
Supply Chain Planning: A look Back and a Look ForwardLora Cecere
Presentation given by Lora Cecere at the OM Partners conference in Belgium on September 30, 2015. In this presentation, Lora examines the role of planning excellence in driving supply chain performance, and shares insights on the future evolution of planning.
Webinar: Simplifying the due diligence processHighQ
HighQ Diligence is a truly unique due diligence review, project management and report creation platform that saves legal, professional service and corporate finance firms the substantial unbillable hours lost in document creation, formatting and standardisation.
This document is for Internal Auditors who find it very difficult to handle Procurement Audit. It simplifies the approach, the people, the expectation, reactions and the strategy to successfully handle procurement mostly in oil and gas companies around the World.
Overview of the application of the OECD/DAC Procurement Assessment Toolicgfmconference
“Overview of the application of the OECD/DAC Procurement Assessment Tool”
Pamela Bigart, Lead Procurement Specialist, World Bank
This presentation will provide participants with a strong background on the OECD/DAC
benchmarking tool, its purpose as well as structure, benchmarking indicators and some
emerging lessons learned.
There is significant buzz in the marketplace around Integrated Business Planning (IBP). This cross-functional business process enhances the traditional Sales and Operational Planning process. In this webinar, hear Spinnaker’s point of view on Integrated Business Planning (IBP) and how it’s enabled through SAP’s IBP suite of applications. You will learn how IBP can enable you to cultivate, coordinate, and complete integrated business planning with real-time information.
Speeding up the Supply Chain requires a new Supply Chain Planning approach - Enhanced User Experience
Introduce state-of-the art user experience with communication capabilities (SAP JAM) and MS Excel Spreadsheets.
Built on SAP HANA
Demand Networks require real-time monitoring and a focus on short-term planning
Procurement Case Study - Chile
Jorge Claro, President and CEO, International Procurement Institute
The International Procurement Institute, together with the Graduate School, USDA, present
this session focusing on a recent procurement assessment conducted in Chile. Mr. Claro
will provide an overview of how the OECD/DAC assessment was applied in a country
procurement assessment report conducted in Chile. The session will conclude with an
interactive discussion on the environment required for successful application of the tool
and issues that should be anticipated while conducting the benchmarking.
Here is a power point presentation that will help you understand about Procurement Audit Course and why it is necessary in today's competitive business world. Take a look.
In today's fast-paced business environment, adaptability is a critical factor in determining an organization's success. As industries evolve and markets shift, companies must respond quickly to stay competitive and maintain their relevance. For more info visit : https://www.ribcon.com/
1. Fulfillment Supply Chain Strategy Development Align, Transform and Optimize Business Using Technology! Align, Transform and Optimize Business Solutions
2. Overview Evaluate the Supply Chain operation to define a strategy and overarching vision that will support the enterprise needs and provide a framework for a high performing Supply Chain. This framework provides the roadmap to guide improvements and support the Supply Chain Vision and Mission. Align, Transform and Optimize Business Solutions
3. Vision & Strategy Vision Statement describes your optimum state, or desired destination Achieved through process and systems Strategy is the roadmap to meet the vision Update on a regular basis to ensure that it Addresses changes to business drivers Aligns with the vision Align, Transform and Optimize Business Solutions
4. Value Proposition Organizations that develop and maintain a Supply Chain Strategy Quickly develop and implement high value solutions Enhance position by adapting quickly to changing business drivers Increase flexibility and cost effectiveness of operations Maintain competitive position within market Align, Transform and Optimize Business Solutions
5. Model Developing a roadmap and direction for achieving the future vision Align, Transform and Optimize Business Solutions
6. Strategy Development Model Our strategy development Model follows a logical progression to develop the strategy in the most cost effective manner. Vision Current BPM Strategy Development Model Strategy Long-Term Objectives Future BPM Align, Transform and Optimize Business Solutions
7. Vision Review enterprise vision and mission Supply Chain vision and strategy must support the enterprise vision and mission Review current Supply Chain Vision and strategy Identify starting point Evaluate current objectives and roadmap for validity Update Supply Chain Vision Align, Transform and Optimize Business Solutions
8. Define Current BPM Current operating metrics, KPI’s and capacity Volumes and capabilities Collect or Define current processes Business process models System process models Applications developed in Access/Excel Evaluate current operation Identify current strengths and growth opportunities Identify and evaluate competitors Identify and evaluate customers Align, Transform and Optimize Business Solutions
9. Define Long-Term Objectives Identify Supply Chain best practices Review government and compliance requirements Define key objectives and framework Define market evolution Define business drivers Define framework to deliver strategy Refine objectives to meet the business objectives Align, Transform and Optimize Business Solutions
10. Define Future BPM Develop to-be process models Business process models System process models Identify deltas Between current and future process models Against long term objectives Future operating metrics, KPI’s and capacity Volumes and capabilities Align, Transform and Optimize Business Solutions
11. Define Strategy Define the transformation to the new vision Define the framework to support the vision Define the strategy to deliver the new vision Communicate vision and strategy Begin the strategy implementation Review and revise strategy at regular intervals Align, Transform and Optimize Business Solutions
12. Methods Developing a roadmap and direction for achieving the future vision Align, Transform and Optimize Business Solutions
13. Strategy Development Methods Walk-through facilities and operations Understand the flow of the operation Understand the ‘pain points’ and usability issues Walk-through the systems Understand the flow of the systems Understand the integration points Understand the common code across systems Understand the ‘pain points’ Align, Transform and Optimize Business Solutions
14. Strategy Development Methods Brainstorming and review sessions Identify key subject matter experts Sessions with SME’s Individual for areas of expertise Group to review and approve deliverables along the way Best Practice review based on industry and market Align, Transform and Optimize Business Solutions
15. Strategy Maintenance An effective strategy supports the business drivers and must be flexible to support changes Strategy should be reviewed regularly Update to support changes in business drivers Provide a roadmap to support long-term plans Provide a 1 year plan and direction for 3 years Align, Transform and Optimize Business Solutions
16. Differentiating Factors Developing a roadmap and direction for achieving the future vision Align, Transform and Optimize Business Solutions
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18. Differentiators Holistic perspective – strong understanding of how IT supports and enables overall business. Strong business acumen with the ability to understand value drivers Ability to work with executive stakeholders and align diverse interests Strong track record and pragmatic application of project delivery practices that lead to more successful projects and realization of benefits. IT Management expertise – ability to manage complex programs/ projects to achieve the desired business outcome. Flexible engagement model – Strong and varied partner ecosystem that allows us to take advantage of specific partner strengths for the benefit of our clients. Align, Transform and Optimize Business Solutions
19. Monarch Supply Chain Management MSCM is the logical choice! Contact us to discuss your needs. Tom Brouillette tbrouillette@monarchscm.com 404-693-2334 www.monarchscm.com Monarch Supply Chain Management, Inc.