The document summarizes a research project on the benefits, costs and risks of global sourcing. It provides an overview of the project objectives, which are to conduct a literature review, case studies, and develop a global sourcing model. It then discusses the positive and negative aspects of global sourcing as well as examples of risks like supply disruptions, environmental disasters, and loss of control through intellectual property theft. The document concludes with a discussion of how supply chain issues can negatively impact shareholder value.
Puneet Aggarwal submitted a report on the implications of packaging on consumers and retailers in India. The report explored how packaging preserves quality, lengthens shelf life, and aids economic growth through branding and consumption. It also examined packaging from health, environmental, and specialization perspectives. The research methodology was exploratory, descriptive, and diagnostic to identify factors influencing packaging and relationships between strategies and product promotion. Objectives of packaging include physical protection, information transmission, reducing theft, and marketing. Functions include protective, storage, transport, sales promotional, and service roles. The report concluded that packaging is a valuable marketing tool that impacts consumer purchase decisions and can differentiate brands from competitors. It was recommended that brands consider packaging strategies for equity,
Global sourcing provides benefits like lower costs and access to new technologies, but also carries risks related to political, social, currency and supplier issues. The document outlines various risks such as policy changes, labor strikes, currency fluctuations, natural disasters, inferior quality and late deliveries from suppliers. It recommends strategies like supplier performance reviews, quality audits, alternate sources, and hedging to mitigate these risks, noting that effective risk management is critical for successful global sourcing.
Global Sourcing Trends, Challenges, and Solutions For 2015Bill Kohnen
Global Sourcing is viewed as a common business practice but is surprisingly not well defined in practice and can mean different things depending on where one is that. However, western CEOs and CPOs view it as a basic practice to be competitive despite feeling the process is not well measured or managed. Solutions for better performance come down to developing people and evolving process.
The document discusses supply chain risk. It defines supply chain risk and identifies various types of risks including supply risks, demand risks, and environmental risks. It also discusses strategies for managing supply chain risk such as avoidance, postponement, hedging, control, and risk transfer. Effective supply chain risk management involves understanding risk sources and drivers, identifying critical parts of the supply chain, establishing contingency plans, and working collaboratively with suppliers and customers.
This document is a slideshow presentation from Leavs Ltd about packaging advice for retailers. It provides 5 tips: 1) Include a buffer zone of packaging material around products to prevent damage; 2) Shop around for discounted shipping with surplus capacity couriers; 3) Avoid using special care stickers which could draw abuse; 4) Practice packaging different ways and test durability; 5) Sensibly package multiple items with breakables in the middle and heaviest on bottom. More information is available at their website.
This document discusses Arthur D. Little (ADL), a global management consulting firm. It outlines ADL's situational analysis including its enterprise risk management process. Some key risks identified are technical obsolescence, political instability, customer demands, regulatory compliance, and competitors in the market. The document recommends strategies to address these risks such as training, certifications, insurance, diversification, and leveraging its brand and intellectual capital. It also categorizes risks as technical, external, organizational, and operational and provides examples of how positive risks can be exploited, shared, or enhanced.
Eng. Mohamad Itani - when disasters shake global supply chainkuwaitsupplychain
This document discusses global supply chain management and provides a case study on how the 2011 Tōhoku earthquake and tsunami in Japan impacted Apple's launch of the iPad 2. It provides context on globalization and defines supply chain management. It then lists 10 keys to global SCM success and discusses strategic planning and risk management strategies. Finally, it details how the earthquake disrupted Apple's overseas supply chain for the iPad 2, causing shortages due to issues with suppliers in Japan and difficulties meeting demand.
Puneet Aggarwal submitted a report on the implications of packaging on consumers and retailers in India. The report explored how packaging preserves quality, lengthens shelf life, and aids economic growth through branding and consumption. It also examined packaging from health, environmental, and specialization perspectives. The research methodology was exploratory, descriptive, and diagnostic to identify factors influencing packaging and relationships between strategies and product promotion. Objectives of packaging include physical protection, information transmission, reducing theft, and marketing. Functions include protective, storage, transport, sales promotional, and service roles. The report concluded that packaging is a valuable marketing tool that impacts consumer purchase decisions and can differentiate brands from competitors. It was recommended that brands consider packaging strategies for equity,
Global sourcing provides benefits like lower costs and access to new technologies, but also carries risks related to political, social, currency and supplier issues. The document outlines various risks such as policy changes, labor strikes, currency fluctuations, natural disasters, inferior quality and late deliveries from suppliers. It recommends strategies like supplier performance reviews, quality audits, alternate sources, and hedging to mitigate these risks, noting that effective risk management is critical for successful global sourcing.
Global Sourcing Trends, Challenges, and Solutions For 2015Bill Kohnen
Global Sourcing is viewed as a common business practice but is surprisingly not well defined in practice and can mean different things depending on where one is that. However, western CEOs and CPOs view it as a basic practice to be competitive despite feeling the process is not well measured or managed. Solutions for better performance come down to developing people and evolving process.
The document discusses supply chain risk. It defines supply chain risk and identifies various types of risks including supply risks, demand risks, and environmental risks. It also discusses strategies for managing supply chain risk such as avoidance, postponement, hedging, control, and risk transfer. Effective supply chain risk management involves understanding risk sources and drivers, identifying critical parts of the supply chain, establishing contingency plans, and working collaboratively with suppliers and customers.
This document is a slideshow presentation from Leavs Ltd about packaging advice for retailers. It provides 5 tips: 1) Include a buffer zone of packaging material around products to prevent damage; 2) Shop around for discounted shipping with surplus capacity couriers; 3) Avoid using special care stickers which could draw abuse; 4) Practice packaging different ways and test durability; 5) Sensibly package multiple items with breakables in the middle and heaviest on bottom. More information is available at their website.
This document discusses Arthur D. Little (ADL), a global management consulting firm. It outlines ADL's situational analysis including its enterprise risk management process. Some key risks identified are technical obsolescence, political instability, customer demands, regulatory compliance, and competitors in the market. The document recommends strategies to address these risks such as training, certifications, insurance, diversification, and leveraging its brand and intellectual capital. It also categorizes risks as technical, external, organizational, and operational and provides examples of how positive risks can be exploited, shared, or enhanced.
Eng. Mohamad Itani - when disasters shake global supply chainkuwaitsupplychain
This document discusses global supply chain management and provides a case study on how the 2011 Tōhoku earthquake and tsunami in Japan impacted Apple's launch of the iPad 2. It provides context on globalization and defines supply chain management. It then lists 10 keys to global SCM success and discusses strategic planning and risk management strategies. Finally, it details how the earthquake disrupted Apple's overseas supply chain for the iPad 2, causing shortages due to issues with suppliers in Japan and difficulties meeting demand.
Canada Eu Free Trade Negotiations Hk (2)lriccoboni
This document discusses issues related to negotiations between Canada and the EU on a potential free trade agreement. It outlines key trade barriers and sectors that will be impacted for both Canada and the EU. Some of the major deal breakers mentioned are government procurement rules and protection of geographic indicators for certain products. The document promotes the services of Hill & Knowlton to help companies and industries navigate these trade negotiations and protect their interests.
The document discusses establishing an emerging market supply base to gain a competitive advantage. It emphasizes selecting quality suppliers through a rigorous process involving supplier selection criteria, on-site audits, producibility controls, capability analysis, inspection and testing plans, and ongoing 6 sigma quality controls. This supplier evaluation and management process is aimed at maximizing quality and minimizing risks to ensure customer value.
This document discusses the links between competitiveness and sustainability for companies. It outlines seven environmental value drivers that can benefit companies: 1) process efficiency, 2) buyer preferences, 3) access to more ecological international markets, 4) official business relationships, 5) environmental performance and competition in domestic markets, 6) incentive for innovation, and 7) lower risk profiles for funding. The document then examines how environmental performance can be incorporated into company valuation by affecting costs, earnings, cash flows, risks, and cost of capital.
In many organisations, Procurement is beginning to see Risk as part of their responsibilities, second only to savings. In this presentation we will look at identifying risk and consider how it might be treated to arrive at the best Risk solution for your organisation.
This document discusses risk management and becoming antifragile. It defines key concepts like risk, fragility, and antifragility. It emphasizes that organizations should establish context, identify risks, evaluate impact, and develop risk treatment plans including mitigation, contingency planning and crisis management. Through techniques like stress testing and "what if" analysis, companies can design flexible supply chains that prevent disruption and make the organization benefit from disorder. The goal is to progress from informal to formal and eventually designed-for-risk maturity to deal with an uncertain future.
The document provides an overview of a strategic analysis being conducted by Think Tank for Cirque du Soleil. It introduces the Think Tank consultancy team and outlines the analysis that will be done, including a PESTEL analysis, Porter's Five Forces analysis, strategic group analysis, value chain analysis, and TOWS matrix. The analyses will examine Cirque du Soleil's external and internal business environment to provide recommendations for the organization's future strategic direction.
This document discusses the concept of degrowth, which refers to a voluntary reduction in production and consumption capacities to achieve environmental sustainability and social equity. It proposes that developed nations have an excessively high capacity for consumption and production, leading to issues like resource depletion, economic crisis, and the rebound effect. The degrowth approach seeks to lower overall consumption and production levels through strategies like frugal innovation, lifestyle changes, and policies that collectively limit growth. The degrowth movement originated in France and aims to shift away from an economy focused solely on growth towards a sustainably-sized economy that improves well-being.
Crop Forecaster Marketing Information 060409 NjtNate Taylor
CropForecaster combines satellite imagery and crop modeling to generate quantitative estimates of crop variables like biomass and leaf area. It renders massive amounts of crop, soil, weather and image data into basic comprehensible metrics to support agricultural decision making. CropForecaster incorporates experiences from remote sensing and modeling to apply these technologies to complex crop systems at realistic spatial and temporal scales, generating seasonal crop forecasts and metrics for countries.
HSBC presented its approach to sustainability to investors. It outlined its strategy, governance structure, and progress in managing environmental and social risks. Key points included:
1) HSBC aims to be a sector leader in sustainability by identifying business opportunities in areas like climate change, forestry, water, and microfinance across its global operations.
2) It has established governance structures like a Group Sustainable Development advisory team to integrate sustainability into risk management, business development, and operations.
3) HSBC is a carbon neutral bank and is financing low-carbon technologies while reducing its own emissions. It is also expanding microfinance programs in priority countries.
4) The presentation highlighted HSBC's recognition as a
United Airlines faced significant financial challenges in 2008, posting a record loss of $5.3 billion. The summary analyzes United's external environment, including increased competition from low-cost carriers and volatility in fuel prices. Internally, United had strengths in its operational network and employee productivity, but also had weaknesses in its financial performance and reliance on third-party providers. Strategic options discussed include pursuing a merger to achieve scale advantages and reducing costs through fleet harmonization.
Cincinnati MEC 2009 Presentation: Evolving Green Economywardgreg
The document summarizes a symposium on sustainable business practices and their legal implications. It discusses motivations for sustainability like reducing costs, incentives for green building including tax breaks, and how companies can execute sustainability through high-performance facilities, green business processes, and cultivating a sustainable image. Presenters provided examples of sustainable manufacturing facilities and outlined strategies for taking advantage of incentives while meeting regulatory requirements and customer demands.
Understanding Risk Before You Start Managing It 2 Richard NeweyBPUG Congress
http://www.bpugcongress.com/
This presentation was at the 2009 event in London. People learn about and start practicing Risk Management before fully understanding risk itself. The result of this is that professional risk managers are very able to run the process but they are not able to fully convey the meaning and consequence of the risks themselves to the participants in projects. Read the presentation from Richard Newey, Partner, Value, Planning & Risk Team, Davis Langdon.
Chinease fireworkes industries- class presentation (sita)Sita Chhetri
The document discusses investing in the Chinese fireworks industry. It provides background on the industry in Liuyang, China including key statistics. It then analyzes the external environment through a PEST analysis, SWOT analysis, five forces model, and Hambrick diamond model. The recommendations are that the MBA graduate should invest in the industry focusing on brand building, quality control, product differentiation, and staff training to gain a competitive advantage in a crowded market.
NUS-DBS International Case Competition 2009 - Queen's University (Champions)thenuscase
The document discusses strategies for Hyflux to achieve growth targets over the next 5 years. It recommends focusing on building the core water business by targeting new markets in the Middle East, North Africa, and East Asia. Three alternatives are analyzed: pursuing emerging concepts, rebuilding the industrial manufacturing business, or leveraging existing expertise in water utilities. The implementation plan involves segmenting the global water market and targeting countries with water needs, stable environments, and ability to pay. Financial projections under realistic, optimistic, and pessimistic scenarios are also provided.
Supply Chain Risk and Security-Day 2 (1).pdfSaradDhakal
This document discusses supply chain risks and their mitigation. It identifies internal risks like changes in policies and personnel, and external risks in the upstream and downstream supply chain like supplier management and order fulfillment. Global supply chains face high external risks but low inventory risks, while lean supply chains have low external but high inventory risks. Risks can be mitigated through actions like increasing inventory or changing insourcing/outsourcing. Proper risk analysis includes understanding probability, impact, known vs. unknown risks, and demand vs. supply shocks. Effective risk management requires risk identification, analysis, evaluation, treatment and monitoring to improve supply chain resilience.
1) Cost-cutting along fresh produce supply chains can undermine resilience if not approached strategically. Supply chains need flexibility through variable cost models, global networks, and responsiveness.
2) Leading supply chains focus on minimizing category 1 costs while protecting investments in talent (category 2) and strategic initiatives (category 3) that drive profitability.
3) Building flexibility through collaboration and agile practices allows supply chains to adapt to volatility without resorting to unsustainable cost-cutting. Leaders invest in capabilities like visibility, complexity management, and sustainability.
Supply chain sustainability in Sub-Saharan AfricaOlaBraithwaite
I am pleased to announce our maiden sustainability report titled “Supply Chain Sustainability in Sub-Saharan Africa: Evidence from the Supply Chain of a Leading Nigerian Commodities Business”
We are a leading sustainability research and consulting company providing insights and longitudinal case studies that make a business case for corporate sustainability.
The company FENETRES was founded in 1970 in France to offer customized PVC windows. It has experienced significant growth over the past decade through technological innovations in low thermal coefficient products. An external analysis found opportunities in the renovation market and energy efficiency incentives, while threats included price fluctuations and competition. An internal analysis showed strengths in production quality, supply chain management, and customer relationships, which provide competitive advantages.
[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
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Canada Eu Free Trade Negotiations Hk (2)lriccoboni
This document discusses issues related to negotiations between Canada and the EU on a potential free trade agreement. It outlines key trade barriers and sectors that will be impacted for both Canada and the EU. Some of the major deal breakers mentioned are government procurement rules and protection of geographic indicators for certain products. The document promotes the services of Hill & Knowlton to help companies and industries navigate these trade negotiations and protect their interests.
The document discusses establishing an emerging market supply base to gain a competitive advantage. It emphasizes selecting quality suppliers through a rigorous process involving supplier selection criteria, on-site audits, producibility controls, capability analysis, inspection and testing plans, and ongoing 6 sigma quality controls. This supplier evaluation and management process is aimed at maximizing quality and minimizing risks to ensure customer value.
This document discusses the links between competitiveness and sustainability for companies. It outlines seven environmental value drivers that can benefit companies: 1) process efficiency, 2) buyer preferences, 3) access to more ecological international markets, 4) official business relationships, 5) environmental performance and competition in domestic markets, 6) incentive for innovation, and 7) lower risk profiles for funding. The document then examines how environmental performance can be incorporated into company valuation by affecting costs, earnings, cash flows, risks, and cost of capital.
In many organisations, Procurement is beginning to see Risk as part of their responsibilities, second only to savings. In this presentation we will look at identifying risk and consider how it might be treated to arrive at the best Risk solution for your organisation.
This document discusses risk management and becoming antifragile. It defines key concepts like risk, fragility, and antifragility. It emphasizes that organizations should establish context, identify risks, evaluate impact, and develop risk treatment plans including mitigation, contingency planning and crisis management. Through techniques like stress testing and "what if" analysis, companies can design flexible supply chains that prevent disruption and make the organization benefit from disorder. The goal is to progress from informal to formal and eventually designed-for-risk maturity to deal with an uncertain future.
The document provides an overview of a strategic analysis being conducted by Think Tank for Cirque du Soleil. It introduces the Think Tank consultancy team and outlines the analysis that will be done, including a PESTEL analysis, Porter's Five Forces analysis, strategic group analysis, value chain analysis, and TOWS matrix. The analyses will examine Cirque du Soleil's external and internal business environment to provide recommendations for the organization's future strategic direction.
This document discusses the concept of degrowth, which refers to a voluntary reduction in production and consumption capacities to achieve environmental sustainability and social equity. It proposes that developed nations have an excessively high capacity for consumption and production, leading to issues like resource depletion, economic crisis, and the rebound effect. The degrowth approach seeks to lower overall consumption and production levels through strategies like frugal innovation, lifestyle changes, and policies that collectively limit growth. The degrowth movement originated in France and aims to shift away from an economy focused solely on growth towards a sustainably-sized economy that improves well-being.
Crop Forecaster Marketing Information 060409 NjtNate Taylor
CropForecaster combines satellite imagery and crop modeling to generate quantitative estimates of crop variables like biomass and leaf area. It renders massive amounts of crop, soil, weather and image data into basic comprehensible metrics to support agricultural decision making. CropForecaster incorporates experiences from remote sensing and modeling to apply these technologies to complex crop systems at realistic spatial and temporal scales, generating seasonal crop forecasts and metrics for countries.
HSBC presented its approach to sustainability to investors. It outlined its strategy, governance structure, and progress in managing environmental and social risks. Key points included:
1) HSBC aims to be a sector leader in sustainability by identifying business opportunities in areas like climate change, forestry, water, and microfinance across its global operations.
2) It has established governance structures like a Group Sustainable Development advisory team to integrate sustainability into risk management, business development, and operations.
3) HSBC is a carbon neutral bank and is financing low-carbon technologies while reducing its own emissions. It is also expanding microfinance programs in priority countries.
4) The presentation highlighted HSBC's recognition as a
United Airlines faced significant financial challenges in 2008, posting a record loss of $5.3 billion. The summary analyzes United's external environment, including increased competition from low-cost carriers and volatility in fuel prices. Internally, United had strengths in its operational network and employee productivity, but also had weaknesses in its financial performance and reliance on third-party providers. Strategic options discussed include pursuing a merger to achieve scale advantages and reducing costs through fleet harmonization.
Cincinnati MEC 2009 Presentation: Evolving Green Economywardgreg
The document summarizes a symposium on sustainable business practices and their legal implications. It discusses motivations for sustainability like reducing costs, incentives for green building including tax breaks, and how companies can execute sustainability through high-performance facilities, green business processes, and cultivating a sustainable image. Presenters provided examples of sustainable manufacturing facilities and outlined strategies for taking advantage of incentives while meeting regulatory requirements and customer demands.
Understanding Risk Before You Start Managing It 2 Richard NeweyBPUG Congress
http://www.bpugcongress.com/
This presentation was at the 2009 event in London. People learn about and start practicing Risk Management before fully understanding risk itself. The result of this is that professional risk managers are very able to run the process but they are not able to fully convey the meaning and consequence of the risks themselves to the participants in projects. Read the presentation from Richard Newey, Partner, Value, Planning & Risk Team, Davis Langdon.
Chinease fireworkes industries- class presentation (sita)Sita Chhetri
The document discusses investing in the Chinese fireworks industry. It provides background on the industry in Liuyang, China including key statistics. It then analyzes the external environment through a PEST analysis, SWOT analysis, five forces model, and Hambrick diamond model. The recommendations are that the MBA graduate should invest in the industry focusing on brand building, quality control, product differentiation, and staff training to gain a competitive advantage in a crowded market.
NUS-DBS International Case Competition 2009 - Queen's University (Champions)thenuscase
The document discusses strategies for Hyflux to achieve growth targets over the next 5 years. It recommends focusing on building the core water business by targeting new markets in the Middle East, North Africa, and East Asia. Three alternatives are analyzed: pursuing emerging concepts, rebuilding the industrial manufacturing business, or leveraging existing expertise in water utilities. The implementation plan involves segmenting the global water market and targeting countries with water needs, stable environments, and ability to pay. Financial projections under realistic, optimistic, and pessimistic scenarios are also provided.
Supply Chain Risk and Security-Day 2 (1).pdfSaradDhakal
This document discusses supply chain risks and their mitigation. It identifies internal risks like changes in policies and personnel, and external risks in the upstream and downstream supply chain like supplier management and order fulfillment. Global supply chains face high external risks but low inventory risks, while lean supply chains have low external but high inventory risks. Risks can be mitigated through actions like increasing inventory or changing insourcing/outsourcing. Proper risk analysis includes understanding probability, impact, known vs. unknown risks, and demand vs. supply shocks. Effective risk management requires risk identification, analysis, evaluation, treatment and monitoring to improve supply chain resilience.
1) Cost-cutting along fresh produce supply chains can undermine resilience if not approached strategically. Supply chains need flexibility through variable cost models, global networks, and responsiveness.
2) Leading supply chains focus on minimizing category 1 costs while protecting investments in talent (category 2) and strategic initiatives (category 3) that drive profitability.
3) Building flexibility through collaboration and agile practices allows supply chains to adapt to volatility without resorting to unsustainable cost-cutting. Leaders invest in capabilities like visibility, complexity management, and sustainability.
Supply chain sustainability in Sub-Saharan AfricaOlaBraithwaite
I am pleased to announce our maiden sustainability report titled “Supply Chain Sustainability in Sub-Saharan Africa: Evidence from the Supply Chain of a Leading Nigerian Commodities Business”
We are a leading sustainability research and consulting company providing insights and longitudinal case studies that make a business case for corporate sustainability.
The company FENETRES was founded in 1970 in France to offer customized PVC windows. It has experienced significant growth over the past decade through technological innovations in low thermal coefficient products. An external analysis found opportunities in the renovation market and energy efficiency incentives, while threats included price fluctuations and competition. An internal analysis showed strengths in production quality, supply chain management, and customer relationships, which provide competitive advantages.
[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
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
[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
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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.
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.”
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.
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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:
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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.
1. Global Sourcing: Benefits, Cost
and Risks
October 13, 2006
Andrew Palmer
Centre for Logistics and Supply Chain Management
Cranfield School of Management
2. The Global Product Sourcing Project
A 1 year project sponsored by the Department for Transport
1. Systematic review
2. Conduct case studies
3. Develop a global product sourcing model
3. Sourcing Alternatives
GLOBAL PRODUCT SOURCING
Global
Global Offshore
Local or Global Decision
Manufacturing Outsourcing
Local
Local Production/
Outsourcing
Insourcing
Make Buy
Make or Buy decision
4. A Systematic Literature Review
Supply chain
management Global sourcing
Risk outsourc* Suppl* management
Unpredict* offshor*
International sourcing
Hidden
Global Suppl* network
Vulnerab* Risk sourcing
Resilience
Security
Reliability
Environment
Infrastructure
Environment &
sustain* Transport*
Transport
pollution Emissions
Infrastructure
shipping Freight
5. World GDP vs. Global Exports
30
25
20
15
10
5
0
1950 1960 1970 1980 1990 2000
World GDP Exports Volume
Source: WTO 2005
6. Scenarios in 2020
• Globalisation unbound 10%
– trade barriers progressively dismounted; accelerated technological
progress; integrated financial markets
• Controlled globalisation 65%
– further gradual trade liberalisation constrained by security concerns
and protectionist pressures
• Globalisation in retreat 20%
– protectionist sentiment thrives in a climate of insecurity
• Globalisation sunk 5%
– global markets disrupted, stagnant consumption; technical advances
dwindle; restrictions on trade, migration and investment
Source: Economist Intelligence Unit (2006) Foresight 2020: Economic, industry and corporate trends
7. Positive Aspects of Global Sourcing
• COSTS + EFFICIENCY • STRATEGIC
– Penetration of growth markets
– Lower overall cost – Introduce competition between
– Lower labour cost suppliers
– Lower land and facility costs – Improve environmental
– Lower taxes compliance
– Greater standardisation
• VALUE
– Improved quality
– Improved delivery reliability
– Improved new product
introduction
– Improved sharing of information
– Uniqueness
8. Negative Aspects of Global Sourcing
• STRATEGIC
– Loss of Knowledge • VALUE
– Piracy / Abuse of IPR – Quality problems
– Unknown long term impact on – Lower responsiveness
demand / supply
– Language, cultural and time
issues
• ENVIRONMENT AND CSR
– Longer distances (effects on
• COSTS + EFFICIENCY pollution and congestion)
– Hidden costs (transport, travel, – Abuse of the environment
corruption, order processing, – Abuse of employees
translation, legal fees)
– Loss of jobs
– Bureaucracy
– Customs requirements
– Complex coordination
– Risk of supply disruptions
– Risk of currency fluctuations
– Long lead-times, higher inventory
– Security issues
9. Case Study Outcomes
• Global sourcing strategy is a combination of right location, for right quality
at the right price
• Global sourcing has affected risk profile of companies in a positive way-
more awareness of risk management (RM)
• However, there are no risk departments – project/strategic risk
management are conducted by sourcing departments or people involved
in the decision
• Various tools are used for (RM) – process mapping, critical paths, 3x3
matrix but needs more development
• Product lead is biggest risk to both as well as exposure of NPI, product
liability, IPR
• Hence much of design is done in UK, and video conferencing and close
collaborative relationships to mitigate risks
10. Case Study Outcomes
• Company A have incorporated transportation risk into their critical
path mgt & work closely with their logistics team. Together they have
lots of transparency in their supply chain – they know exactly when
products are docked, at customs, etc
• Company B have strong ethical trading policies which have been
developed by themselves. They are very concerned/aware about
chemical usage on their products. They are shipping products, only
flying in emergency supply.
• Company C’s 3PL’s take accountability of freight from factories to
destination, port congestions etc
• Company D’s relationship with 3PL needs more development for
better visibility as lead time is their biggest problem area
11. Risks of Global Product Sourcing
• SUPPLY RISK • ENVIROMENTAL RISK
– Supply disruptions – Natural disasters
– Longer lead-times – Terrorism
– Lower responsiveness – Global pandemic
– Quality problems – Strikes and demonstrations
– Currency fluctuations
• PROCESS RISK – Travel longer distances (effects
– Communication problems on pollution and congestion)
– Quality problems post-
manufacture • CONTROL RISK
– Loss of knowledge
• DEMAND RISK – Piracy / abuse of IPR
– Indirect effects on corporate
social responsibly can affect
demand
12. Examples of Global Risk
• Supplier Disruptions
– Fire at Phillips plant
(Albuquerque) affecting Nokia
+ Eriksson
– Bankruptcy at UPF-Thomson
affecting Land Rover
• Process Risk
– Vulnerabilities of IT: eg.
Viruses Love Bug, Melissa or
denial of service attacks
• Demand Risk
– Nike reputation affected by
alleged practices at suppliers
13. Examples of Global Risk
• Environmental
– Kobe earthquake affected
major port
– Global pandemic: Motorola
closed a plant in Singapore
due to one worker being
infected with SARS
– Strikes and demonstrations:
eg. Protest in France
• Control Risk
– General Motors (GM) lawsuit
against China's Chery
Automobile Co. for alleged
piracy of a mini car
14. Examples of Global Risk
• Transportation
– 10,000 containers a year are
lost overboard
– Heavy seas can damage
containers and contents
15. The impact of supply chain glitches
on shareholder value
•• Sample of 1,100 glitches (USA)
Sample of 1,100 glitches (USA)
•• Average drop percent in stock 7.5%
Average drop percent in stock 7.5%
when the glitch was announced
when the glitch was announced
•• Average drop of 18.5 % when stock
Average drop of 18.5 % when stock
price is measured starting two
price is measured starting two
quarters before and ending two
quarters before and ending two
quarters after the glitch
quarters after the glitch
Source: Singhal and Hendriks (2002) quot;How Supply Chain Glitches Torpedo Shareholder Value.quot; Supply
Chain Management Review
16. Model Overview
• Developed using Excel spreadsheet with macros
• Global sourcing input parameters
• Local sourcing input parameters
• Database of fixed values being developed
• Analysis to show
– total costs, time, emissions for manufacturer to
DC flow – tabular and graphical
– cost of stock in transit and stockholding
implications
– risk assessment
17. Offshore Sourced Costs
International shipping
Inland Inland
Carrier Carrier
Port Customs Customs Port
Manufacturer
terminal terminal Buyer
{
{
Manufacturing Cost of freight Port costs International Port costs Freight cost Sourcing /
costs freight cost to DC procurement
Inter state taxes Export Import
Cost of documentation documentation Quality control
Cross border tariffs
financing
Export duty Import duties & DC space costs
manufacturing
Taxes
Stock financing
costs
Plus Cost of supporting offshore sourcing
Raw materials Cost of setting up terms of payment
Import and Cost of compliance – security requirements
export duties such as audit trail and official regulatory
Transportation documents
18. Environmental Implications
Air
(medium Air (long Road (40
Gms CO2 per metric tonne km Air (short haul 452 haul > Sea Sea tonne Rail Rail
haul < to 1600 1600 (inland (ocean HGV - (Diesel (Electric
452kms) kms) kms) ship) ship) diesel) loco) loco)
WRI-WBCSD GHG Protocol
1,580 800 570 35 10 30 20 40
Initiative, June 2003
NTM, Sept 2005 1,925 867 633 - 15 33 17 1
INFRAS/Univ. of Karlsruhe
(TRENDS1 database) - External 673 31 91 38 19
Costs of Transport, Oct 2004
AP Calc based on 2.7kgs CO2/litre
28
& 8 mpg (29.4 l/100km)
AP Calc based on 2.7kgs CO2/litre
38
& 6 mpg (29.4 l/100km)
Values to be used in GSP model 1,580 800 570 33 13 30 20 -
20. Conclusions from the study so far..
• Risk prevention and management should be central to the
sourcing decision
• Lack of consensus on positive and negative aspects or
outsourcing
– Many contradictions
– Likely to be differences across industries
• Limited consideration of environmental and transport
factors in sourcing decisions
• Limited knowledge of the true cost of global product
sourcing