Healthcare Study - Feb-Apr 2013 - Healthcare Provider Summary Charts

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How Do We Heal the Healthcare Value Chain? Over the last decade, as shown in figure 1, the hospital supply chain has been one of the few that has improved operating margin, reduced inventory and improved revenue/employee. In contrast, the manufacturing suppliers to the hospital organization have grown inventories and struggled to preserve margins. Across the value chain from the patient to the raw material suppliers, total inventories have grown and costs have escalated. With pending regulations, hospitals are being forced to rethink processes, redefine value and work more holistically to improve sourcing practices. The suppliers to the hospital systems are having to rethink their systems to rethink the customer (from selling to the physician to selling to a more formal buying organization based on patient outcomes) and adapt to the new processes within the hospital for value analysis. Supply chain processes within the hospitals have matured. Hospitals have made more progress on improving cash-to-cash cycles than their upstream manufacturing trading partners. They have reduced inventories and attempted to work with suppliers. As shown in figure 2, it is notable to see that this industry is one of the few where downstream trading partners have actually improved payable terms for their suppliers. The future lies before the healthcare provider. As the provider of patient care, they have the greatest potential to lead in the healthcare value chain’s redesign to improve value. They have come a long way, but the changes have been incremental. They have focused primarily on traditional sourcing techniques; not a redesign of the healthcare value chain from the outside in, and the redefinition of complex and antiquated processes.

Business Technology

Healthcare Study:
Healthcare Providers
Summary Charts
Feb-Apr 2013

Supply Chain Insights LLC Copyright © 2013, p. 2
Agenda

Supply Chain Insights LLC Copyright © 2013, p. 3
Study Overview

Supply Chain Insights LLC Copyright © 2013, p. 4
Most Respondents Work
Within the Hospital Supply Chain

Supply Chain Insights LLC Copyright © 2013, p. 5
Over Half Have Over 20 Years Experience
in Healthcare and Supply Chain

Supply Chain Insights LLC Copyright © 2013, p. 6
Agenda

Supply Chain Insights LLC Copyright © 2013, p. 7
Top Way to Measure Value is
Lower Costs Without Reducing Quality of Care

Supply Chain Insights LLC Copyright © 2013, p. 8
Negotiating Lower Prices is
Most Important Cost-Cutting Effort

Supply Chain Insights LLC Copyright © 2013, p. 9
Negotiating Lower Prices is
Top Performing Cost-Cutting Effort

Supply Chain Insights LLC Copyright © 2013, p. 10
Important but Low Performance:
Improving Product Utilization
and Working Across Functional Silos

Supply Chain Insights LLC Copyright © 2013, p. 11
Important but Low Performance:
Improving Product Utilization
and Working Across Functional Silos

Supply Chain Insights LLC Copyright © 2013, p. 12
Other Cost-Cutting Efforts
(Open-Ended)

Supply Chain Insights LLC Copyright © 2013, p. 13
Other Cost-Cutting Efforts, Continued
(Open-Ended)

Supply Chain Insights LLC Copyright © 2013, p. 14
Other Cost-Cutting Efforts, Continued
(Open-Ended)

Supply Chain Insights LLC Copyright © 2013, p. 15
Value Analysis Group:
Nearly Three-Quarters Have a Formal Program or Group

Supply Chain Insights LLC Copyright © 2013, p. 16
Value Analysis Group:
Supply Chain is Primary Leader;
Changing/Adding Products are Most Common Decisions

Supply Chain Insights LLC Copyright © 2013, p. 17
Value Analysis Program:
Supply Chain Costs, Physician Preference and Infection Rates
are Top Decision Factors for Product Changes/Additions

Supply Chain Insights LLC Copyright © 2013, p. 18
Value Analysis Program:
Two-thirds Rate Program as Successful

Supply Chain Insights LLC Copyright © 2013, p. 19
Collaborative Programs:
Over Half Have Any Collaborative Programs for Increasing
Financial Performance When Buying Supplies/Equipment

Supply Chain Insights LLC Copyright © 2013, p. 20
Collaborative Programs:
Collaborative Programs with Suppliers
Are the Most Common

Supply Chain Insights LLC Copyright © 2013, p. 21
Collaborative Programs:
Collaborative Programs with Suppliers
Are the Most Common

Supply Chain Insights LLC Copyright © 2013, p. 22
Collaborative Programs:
Nearly Half Rate Them as Effective

Supply Chain Insights LLC Copyright © 2013, p. 23
Other Efforts to Reduce Costs
(Open-Ended Responses)

Supply Chain Insights LLC Copyright © 2013, p. 24
Other Efforts to Reduce Costs, Continued
(Open-Ended Responses)

Supply Chain Insights LLC Copyright © 2013, p. 25
Agenda

Supply Chain Insights LLC Copyright © 2013, p. 26
Reducing Costs and Managing Data
Are Top Business Challenges in 2013

Supply Chain Insights LLC Copyright © 2013, p. 27
Top Supply Chain Roles in 2013:
Reducing Costs, Improving Value-based Outcomes
and Improving Inventory Turns and Cost

Supply Chain Insights LLC Copyright © 2013, p. 28
Three out of Five Rate Their Supply Chain
as Successful in Meeting Goals

Supply Chain Insights LLC Copyright © 2013, p. 29
Reasons for Rating Supply Chain as
Successful (Open-Ended)

Supply Chain Insights LLC Copyright © 2013, p. 30
Reasons for Rating Supply Chain as
Somewhat Successful, Continued (Open-Ended)

Supply Chain Insights LLC Copyright © 2013, p. 31
Reasons for Rating Supply Chain as
Less Successful (Open-Ended)

Supply Chain Insights LLC Copyright © 2013, p. 32
Inventory, Compliance and Customer Satisfaction
Are Where Supply Chain Performs Best

Supply Chain Insights LLC Copyright © 2013, p. 33
Agenda

Supply Chain Insights LLC Copyright © 2013, p. 34
Supply Chain Organization:
Three-Quarters Have a Formal Supply Chain Organization

Supply Chain Insights LLC Copyright © 2013, p. 35
Supply Chain Organization:
7 Functions Report Through It on Average;
Reports Primarily to Chief Financial Officer

Supply Chain Insights LLC Copyright © 2013, p. 36
Supply Chain Organization:
Most Likely to Contract and Manage for
Medical & Surgical Commodities

Supply Chain Insights LLC Copyright © 2013, p. 37
Supply Chain Organization:
Purchasing is Primarily Done Corporate-Wide

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This report is based on analysis of financial balance sheet and income statement data for the period of 2000-2012, quantitative survey research results, and interactions with clients in various industries in supply chain strategy sessions. We examine the performance of companies in a cross-section of industries on various metrics. We find that most companies and most industries are stuck in an environment of low results, with the exception of the hi-tech & electronics industry. Finally, we offer our perspective and advice on advancing supply chain excellence and moving the needle for better supply chain performance across company and industry lines. Highlights • A project-based approach has failed. Our gains are much lower than we believed in inventory management and a long-term perspective is needed to drive permanent and sustainable improvements. • The hi-tech industry is the only of the six industries profiled to drive sustained gains across most metrics considered during the time period. • The definition of supply chain excellence is still evolving as companies move through different maturity stages. Industrial and pharmaceutical companies are mainly stuck at low levels of maturity and could benefit greatly from applying lessons learned in other industries to their own supply chains. Research Results Full report

What Drives Supply Chain Excellence? A Look Back and a Look Forward

What Drives Supply Chain Excellence? A Look Back and a Look Forward

What Drives Supply Chain Excellence? A Look Back and a Look Forward

Survey Details: The research for this report was conducted online from January 6 - September 14, 2015 by Supply Chain Insights. Surveys were conducted among Manufacturers and Wholesalers/Distributors/Co-operatives with $250M+ in revenue and who have at least one S&OP process (n=73). For the purpose of analysis, respondents were split between those with a self-reported "effective" S&OP (n=31) and those without (n=42). Objective: To understand the value proposition of an effective S&OP (Sales and Operations Planning) process. NOTE: An S&OP process was defined as a "tactical planning process to forecast sales and plan operations." Highlight: Companies with a more effective S&OP process are more aligned, agile and balanced, which leads to greater control and improved response.

What Is the Value Proposition of Sales and Operations Planning?

What Is the Value Proposition of Sales and Operations Planning?

What Is the Value Proposition of Sales and Operations Planning?

Executive Overview Growth is stalled. Margin pressure is high. Shorter life cycles, as well as increasing compliance and regulatory pressure, provide additional challenges to the contract manufacturing industry. Finally, excess capacity is a significant problem. Is this a recipe for opportunity or a disaster for the brand owner using outsourced manufacturing partners? We think the latter. Over the last decade, brand owners from consumer electronics to medical devices have grown more dependent on outsourced contract manufacturing. In fact, the contract manufacturing industry grew up out of a desire to mitigate risk and improve costs for brand owners. However, the market has shifted significantly in recent years and the contract manufacturing industry is struggling. As a result, they pose a risk to brand owners. In this report, we illustrate how the lack of resiliency affecting contract manufacturers represents a serious risk to brand owners and offer advice on what can be done to mitigate the problem. Over the last decade, many contract manufacturers have attempted to differentiate services and refine their business model to gain competitive advantage. However, in looking at the financial results, we find that most companies are struggling. As a result, it is time to redesign the business model and relationships of contract manufacturers and brand owners. While companies can outsource the role of manufacturing, they cannot outsource the responsibility of managing the extended supplier network. This is one of the many challenges the industry now faces.

Supply Chain Metrics That Matter - A Focus on Contract Manufacturing - 13 AUG...

Supply Chain Metrics That Matter - A Focus on Contract Manufacturing - 13 AUG...

Supply Chain Metrics That Matter - A Focus on Contract Manufacturing - 13 AUG...

Report Details: The research for this report was conducted via an online survey from August 12 - October 14, 2016. Surveys were conducted among Manufacturers, Wholesalers/Distributors/Co-operatives and Third-Party Logistics Providers (n=56). Objective: To determine how companies build a customer-centric supply chain and how well it is working for them. Highlight: In this study, 80% of companies have a customer-centric strategy; yet the majority (54%) state that there is room for improvement to drive performance changes in their supply chain. Companies struggle to drive alignment and build constancy of purpose.

Driving a Customer-Centric Supply Chain - 7 NOV 2016

Driving a Customer-Centric Supply Chain - 7 NOV 2016

Driving a Customer-Centric Supply Chain - 7 NOV 2016

Sales and Operations Planning processes are now in their fourth decade of maturity. The processes are growing more complex. Progress is slow. The infographic below shows the current state of the union of sales and operations into S&OP processes. In this world of uncertainty, good planning matters. Complexity and volatility are escalating. Improving S&OP in a systematic approach, focused on goal evolution and systemic process governance, makes a difference; but, it requires education. A barrier to improvement is the executive team not understanding the supply chain as a complex system. It is the goal of this report to help alleviate this problem.

S&OP and Agility Study- Summary Charts - May 2013

S&OP and Agility Study- Summary Charts - May 2013

S&OP and Agility Study- Summary Charts - May 2013

Supply chain management practices are thirty years old. Over the last decade, companies have invested in technology projects to improve financial outcomes (Technology investments over this period have averaged 1.7% of revenue). The ultimate goal was to reduce costs and improve inventory management. While many supply chain leaders believe that they delivered on these metrics, we find a less persuasive story. Through analysis of publically available balance sheet and income statement data, we find that 75% of companies in process industries lost ground on margins and only 5% of companies improved their positions on the number of days of inventory. The goal of this report is to answer the question “Why?” (For more on inventory and the Cash-to-Cash Cycle, see Supply Chain Metrics That Matter: The Cash-to-Cash Cycle.) To begin our analysis, we wanted to understand the general trends. In table 1, we share the differences in average values for the companies profiled in this report by industry for the period of 2000-2011. In general, we see a decline in operating margins (OM). There is an increase in selling, general & administrative Costs (SG&A) and revenue per employee performance. The industries have mixed results on return on assets (ROA).

Supply Chain Metrics That Matter: Driving Reliability in Margins - 6 JAN 2013

Supply Chain Metrics That Matter: Driving Reliability in Margins - 6 JAN 2013

Supply Chain Metrics That Matter: Driving Reliability in Margins - 6 JAN 2013

Green Supply Chain Survey: Summary Charts (Jan-Feb 2013)

Green Supply Chain Survey: Summary Charts (Jan-Feb 2013)

Green Supply Chain Survey: Summary Charts (Jan-Feb 2013)

Launch of the Supply Chain Index This research represents eighteen months of work to understand the relationship between supply chain financial ratios and a company’s performance in the financial markets. To complete this research, we constructed a database of specific supply chain financial ratios (from a database of over 50 total financial metrics) and began to run correlations to understand the relationship between financial supply chain ratios and market capitalization for the past seven years. (The market capitalization data and the supply chain financial data used in the analysis was quarterly data from 2006Q1 to 2012Q4.) We use this data to understand which metrics matter to financial markets for twelve Morningstar sectors. Here we share insights on the Morningstar sectors that make up Consumer and Healthcare Value Networks. In August, we will publish a parallel report that will cover the Automotive, Electronics and Industrial Value Networks. The sectors evaluated in this report include: Apparel Manufacturing, Apparel Stores, Chemical, Drug Manufacturers for Branded and Generic Products, Household and Personal Products (Consumer Packaged Goods), Discount Stores, Medical Care, Medical Devices, Medical Distribution, Medical Instruments & Supplies, and Packaged Food.

Launch of the Supply Chain Index - 11 JUNE 2013

Launch of the Supply Chain Index - 11 JUNE 2013

Launch of the Supply Chain Index - 11 JUNE 2013

Over the last decade, as shown in figure 1, the hospital supply chain has been one of the few that has improved operating margin, reduced inventory and improved revenue/employee. In contrast, the manufacturing suppliers to the hospital organization have grown inventories and struggled to preserve margins. Across the value chain from the patient to the raw material suppliers, total inventories have grown and costs have escalated. With pending regulations, hospitals are being forced to rethink processes, redefine value and work more holistically to improve sourcing practices. The suppliers to the hospital systems are having to rethink their systems to rethink the customer (from selling to the physician to selling to a more formal buying organization based on patient outcomes) and adapt to the new processes within the hospital for value analysis. Supply chain processes within the hospitals have matured. Hospitals have made more progress on improving cash-to-cash cycles than their upstream manufacturing trading partners. They have reduced inventories and attempted to work with suppliers. As shown in figure 2, it is notable to see that this industry is one of the few where downstream trading partners have actually improved payable terms for their suppliers. The future lies before the healthcare provider. As the provider of patient care, they have the greatest potential to lead in the healthcare value chain’s redesign to improve value. They have come a long way, but the changes have been incremental. They have focused primarily on traditional sourcing techniques; not a redesign of the healthcare value chain from the outside in, and the redefinition of complex and antiquated processes.

How Do We Heal the Healthcare Value Chain? - 9 MAY 2013

How Do We Heal the Healthcare Value Chain? - 9 MAY 2013

How Do We Heal the Healthcare Value Chain? - 9 MAY 2013

Executive Overview When we ask companies to imagine the supply chain of the future, they have to start with what they have today. Most companies today are stuck, and find it hard to conceive the supply chain of the future. To free their thinking they have to learn from the past, to unlearn what they believe is a world of best practices, and establish methodologies to imagine the supply chain of the future. Changing traditional paradigms is a starting point. For most, the journey is not easy. As shown in Figure 1, the terms most commonly used to describe the supply chain today are traditional, tactical, and cautious. Today there is significant room for improvement, with only one in three supply chain leaders feeling that what they have now is working well. Most of the supply chain processes are inside-out which is a barrier to sensing demand and building demand-driven or market-driven processes. The incentive to change lies in balance sheet performance. When we analyze financial balance sheet performance for the period of 2006-2013, we find that nine out of ten companies are stuck at the intersection of the two critical metrics of operating margin and inventory turns. Publicly-held companies are unable to power improvements in both metrics for more than two consecutive years. For most, improvement has become an OR condition with companies making improvements in one of the two metrics, but not both together. This is an area of frustration and disappointment for business leaders that want to leverage supply chain technologies and processes to deliver both cash and cost savings to the organization. As growth slows, this shift is more important. In this report, we share highlights on the research gathered for our recent conference, Supply Chain Insights Global Summit.

Imagine the Supply Chain of the Future - 21 OCT 2014

Imagine the Supply Chain of the Future - 21 OCT 2014

Imagine the Supply Chain of the Future - 21 OCT 2014

Executive Summary Today, the performance of an organization hinges more than ever on the effectiveness of flows between, and amongst, trading partners. It is not easy. The supply chain is not linear, and the relationships extend across geographic borders and industry sectors. Outsourcing relationships have grown in the last decade; however, the automation of these networks has not kept pace. In the words of one respondent interviewed for this report in a facilitated workshop to review the data, “Today, we connect trading partners through spreadsheets, email, phone and fax. It is antiquated. I liken it to baling wire, chewing gum and duct tape. I need solutions that can synchronize and harmonize data across trading partners in real-time. My operating committee does not think that it is sexy to invest in B2B solutions, but it is needed. Today, it is almost impossible for us to understand the manufacturing status of purchase orders, and have accurate information readily on supply chain visibility of in-transit shipments. As a result, we make the wrong decisions, and have unnecessary wait times to get information.” These comments echo the findings in this study. Respondents operate value networks, but they struggle to get to the data they need. The outsourcing of logistics is greater than manufacturing. Eighty-one percent of companies outsource logistics. The volume of outsourced logistics is 48% on average. In contrast, 66% of companies outsource manufacturing. The outsourced volume manufacturing volume varies, but averages 15%. While the networks are complex, and the goals are many, progress is hard to track. This leads many supply chain leaders to ask, “What is the current state? What is the opportunity?” Answering these questions is the goal of this report. Let’s start with the current state. As seen in Figure 2, the average respondent in this report believes that the supply chain today is more controlled and global than compared to two years ago. While they have made improvements in agility and proactivity, there is much more left to do. The largest challenges are in the use of outside-in data to improve channel sensing and reduce risk. While the supply chain today has made progress in transactional efficiency, companies are less competent at sensing opportunities and mitigating risks.

State of Business Networks in Process Industries 2014 - Summary Charts

State of Business Networks in Process Industries 2014 - Summary Charts

State of Business Networks in Process Industries 2014 - Summary Charts

Executive Overview Supply chain performance matters. It can make or break corporate performance. Now 30-years old, the practice of supply chain management is still evolving. While companies speak of best practices, and boast about improvements in operating margin, inventory levels and asset management in conference after conference, we do not see it in our analysis of balance sheet information. By their nature, supply chain leaders are competitive. They want to drive performance improvements and increase corporate value. Their goal is to outpace competitors. The rate of business change is intense and the personal stakes are high. Day after day, leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index by Supply Chain Insights, there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology, there now is. While it is easy to say the term supply chain excellence, it is difficult to define. Many people think that they know the definition, but there is no agreed-upon standard. The lack of a clear definition, and a methodology to gauge improvement, makes progress hard to quantify and track. The Supply Chain Index is designed to help. It is an objective measurement of supply chain improvement. It enables the comparison of companies’ progress within a peer group for a given time period. The Index is based upon financial performance of companies on four metrics integral to supply chain operations: inventory turns, operating margin, Return on Invested Capital and year-over-year revenue growth. There were three goals. 1. Quantify Levels of Supply Chain Improvement. The Index is a composite metric based on the calculation of balance, strength and resiliency factors for a given time period. In the analysis, there is an underlying assumption that the companies that can sustain the best improvement in these three areas are driving the highest rates of supply chain improvement. The input metrics of inventory turns, operating margin, ROIC and year-over-year revenue growth were selected in part due to their high correlation to market capitalization. 2. Bridge the Gap between Finance and Supply Chain. Our second goal is to bridge the gap between the supply chain organization and the financial team. While the financial team is often backwards-looking at transactions, the supply chain team is forward-looking based on flows. There is often a temptation to focus on a single financial ratio in isolation, like inventory turns, not realizing that the supply chain is a complex system with tightly interrelated relationships amongst metrics based on supply chain potential.

The Supply Chain Index: Evaluating the Healthcare Value Network

The Supply Chain Index: Evaluating the Healthcare Value Network

The Supply Chain Index: Evaluating the Healthcare Value Network

Report Details: This report is based on analysis of financial balance sheet and income statement data within the Retail industry, for the period of 2006-2015. The data is collected from YCharts. Objective: To use financial balance sheet and income statement data to better understand the state of Grocery Retailers' and Mass Merchants' supply chains and to determine which companies’ supply chains did the best on the delivery of a portfolio of metrics over the last decade. Highlight: During the Great Recession retailers faced strong declines in spending. It was a critical time, but for many it was an opportunity to emerge stronger. Those who redefined their stores for the dollar-conscious customer or built new and innovative formats while driving supply chain innovation, drove strong balance sheet results. Others learned that doing traditional retail more efficiently was not enough.

Supply Chain Metrics That Matter: A Focus on the Retail Industry - 16 FEB 2017

Supply Chain Metrics That Matter: A Focus on the Retail Industry - 16 FEB 2017

Supply Chain Metrics That Matter: A Focus on the Retail Industry - 16 FEB 2017

Executive Overview Growth is slowing and the complexity in today’s supply chain is unprecedented. No two centers of excellence are the same, and no two supply chains are alike. There are different drivers and obstacles to building and running a Center of Excellence. However, if done right, the organization rates itself as more aligned, proactive and agile. The high-level results from our study are shown in Figure 2. Figure 2. Centers of Excellence Infographic Based on our qualitative interviews with clients, we find that these seven drivers to build a Center of Excellence: • Increase in the Importance of Supply Chain Management. As growth slows, and the global multinational organization matures, more and more companies are interested in driving supply chain excellence. The reasons are many; but, at the top of the list is improving reliability in the face of volatility. How so? Demand volatility is increasing and supplier viability is growing more fragile. Driving reliability in global operations in the face of these challenges is fundamental to defining and executing supply chain excellence. • Building of Global Teams and the Development of Supply Chain Talent. With the shortage of students from academia, and the retirement of the first- and second-generation supply chain pioneers, more and more companies are developing and executing programs to build supply chain talent. There is a shortage of mid-management talent with pressure on planning job retention. There is a limited supply of supply chain knowledge workers: leaders that are technologically savvy, analytical problem solvers, and astute in business processes. • Continuation of Work on Enterprise Resource Planning (ERP). When companies complete a large ERP project, there is a strong impetus to get the value from the investment and ensure technology usage. The focus of the Center of Excellence often becomes an extension of the global implementation team. • Metrics and Implementation of Analytics. While the management of supply chain excellence sounds easy, it is not. The management of order-to-cash and procure-to-pay processes and the supply chain execution processes are easier because they are well-defined. Most companies struggle with the definition of planning and the use of new forms of analytics. • Network Design and the Orchestration of Flows. Most companies start on their supply chain design journey to save costs in logistics. With the increasing cost of transportation, and the fragility of freight networks, network design for transportation and logistics networks is paramount. One client likened it to “minting money.” • Testing of New Technologies. Cloud technologies. Supply chain operating networks. The Internet of Things. 3D Printing. New forms of analytics. The list of technology and process disruptors could go on and on. While most companies feel stuck in their existing, and more traditional, processes they want to understand and explore technology

Supply Chain Centers of Excellence Study - Summary Charts - 2014 - 2015

Supply Chain Centers of Excellence Study - Summary Charts - 2014 - 2015

Supply Chain Centers of Excellence Study - Summary Charts - 2014 - 2015

The use of new forms of data is not an evolution. Instead, powering big data supply chains, and innovating through new forms of analytics, is a step change. New forms of data do not fit traditional architectures. Traditional supply chains were architected to use structured data with software using relational databases. The big data era will make many of the investments from the last decade obsolete. Big data offers the opportunity to redefine supply chain processes from the outside-in (from the channel back) and define the customer-centric supply chain. This is in stark contrast to the inflexible IT investments installed over the last decade to respond inside-out based on order shipments. These traditional investments in Enterprise Resource Planning (ERP), Advanced Planning Systems (APS) and traditional Business Intelligence (BI) for reporting, improved the supply chain response, but did not allow the organization to sense, shape or orchestrate outside-in. New forms of data (e.g., images, social data, sensor transmission, input from global positioning systems (GPS), the Internet of Things, and unstructured text from email, blogs and ratings and reviews) offer new opportunities. They also require new techniques and technologies. Big data offers new opportunities for the corporation to listen, test and learn, and respond faster. In this study, companies see the greatest opportunity to use big data for “demand” (to better know the customer and improve the response); however, actual investments are in “supply” not “demand.” Respondents view supply-centric projects like product traceability (involving product serialization and traceability), supply chain visibility and temperature controlled handling as important. Is big data a problem or a new market opportunity? Like the respondents of this survey, we believe that big data represents an opportunity for all. In the study, one-fourth of respondents currently have a big data initiative. However, interest is growing. Sixty-five percent have or plan to have a big data initiative in the future. Despite the hype, and the intensity of marketing rhetoric in the market, in our year-over-year studies on big data we see very little change in activity. Despite the fact that the IT group is more likely to see big data as a problem, 49% of those with a big data initiative report that it is headed by an IT leader. Big data represents a new opportunity, but seizing it requires a new form of leadership. It can ignite new business models and drive channel opportunities. However, it cannot be big data for big data itself. Instead, the initiatives need to be aligned to business objectives with a focus on small and iterative projects. It requires innovation. To move forward, companies need to embrace new technologies and redesign processes. It is not the case of stuffing new forms of data into old processes.

Big Data Handbook - 8 Juy 2013

Big Data Handbook - 8 Juy 2013

Big Data Handbook - 8 Juy 2013

Different industries are making progress on supply chain excellence at different rates. In the writing of the Supply Chain Metrics That Matter series of reports, we see that the consumer electronics industry is one of the only sectors making consistent and sustainable progress in balancing growth, profitability, cycles and complexity. We also see that many other industries—chemical, consumer products, pharmaceutical and medical device—are stuck on a horizontal plateau. They are treading water with no company able to move forward. In contrast, we see that the apparel industry is trending backwards. When we analyze progress in the apparel industry over the last decade, we see a degradation of results on the Supply Chain Effective Frontier: days of inventory are flat or increasing and three of the six companies show flat or decreasing performance on operating margin. This is the sharpest reversal in progress on supply chain excellence that we have seen in the Supply Chain Metrics That Matter series (for a complete series listing see the Appendix). Figure 1 illustrates the intersection of inventory turns and revenue per employee over the preceding decade. Ideally, companies would be moving consistently from the lower left to the upper right as they increased both inventory turns and revenue per employee performance. Instead, we see inconsistency, a lack of resiliency and stagnancy across the industry.

Supply Chain Metrics That Matter: A Focus on Apparel - 9 May 2013

Supply Chain Metrics That Matter: A Focus on Apparel - 9 May 2013

Supply Chain Metrics That Matter: A Focus on Apparel - 9 May 2013

Executive Overview When we compiled the Supply Chains to Admire Report in August 2014, no pharmaceutical company made the list. To make the list, a company had to deliver performance (above average results for the period of 2009-2013 than their peer group on a portfolio of metrics including operating margin, inventory turns and Return on Invested Capital) and drive supply chain improvement (based on the Supply Chain Index) faster than their peer group. We believe both performance and improvement matter. In the pharmaceutical industry, we find most companies to be stuck. They have either regressed in supply chain performance or they are at the same point as they were a decade ago. For many supply chain leaders that attend conferences, this may seem unfathomable. There is an industry belief that companies have implemented new technologies, and evolved processes, and driven improved balance sheet results. As we will show in this report, as seen in Figure 4, this is not necessarily the case. On average, AstraZeneca has outperformed Bristol-Myers Squibb, and the industry as a whole, but they are not resilient. They have gone backwards in margin and not sustained inventory turn improvements. In contrast, Bristol-Meyers Squibb has not made progress in either performance or improvement and has remained at the same level of performance, without improvement, throughout the period.

Supply Chain Metrics That Matter - A Focus on Pharmaceutical Companies - 27 A...

Supply Chain Metrics That Matter - A Focus on Pharmaceutical Companies - 27 A...

Supply Chain Metrics That Matter - A Focus on Pharmaceutical Companies - 27 A...

RESEARCH OVERVIEW: Report Details: This report is the result of six months of studying the emerging supply chain analytics technology market. This report is based on qualitative research completed in the period of January-July 2016. In this research effort, we interviewed thirty-five technology analytics providers to understand their solutions. This was followed by interviews with thirty innovative supply chain leaders. To support this research and take it one step further, we augment these qualitative insights with quantitative survey analysis collected in preparation for the Supply Chain Insights Global Summit. In this research, we share insights on the importance of supply chain analytics in Supply Chain 2030 strategies. Here we share these findings. Objective: To understand the changing role of supply chain analytics in supply chain strategy. Highlight: With the changing face of supply chain analytics companies have greater opportunities to drive insights and gain competitive advantage. This report is designed to help companies bridge traditional thinking on supply chain analytics while embracing emerging technologies. Executive Summary Supply chains are drowning in data, but are low on insights. While the cost of computing memory was once a barrier to executing an analytics strategy, this is no longer the case. The largest barrier is the understanding of new forms of analytics. Historically, the term supply chain analytics was used to describe reporting. This is no longer the case. Today there are more options and capabilities for supply chain analytics. There is a proliferation of new technologies flooding the market. Ironically, despite the explosion of options as shown in Figure 1, the supply chain operating team is more conservative. It is a skewed distribution. When it comes to decision support, the number of late adopters outnumber the early adopters three to one. The lack of early adopters, the rapid rate of change, and the conventional architectural definitions (primarily focused on Enterprise Resource Planning or ERP-based architectures) are barriers to the adoption of new forms of supply chain analytics.

Putting Together the Pieces: Supply Chain Analytics - 2 SEP 2017

Putting Together the Pieces: Supply Chain Analytics - 2 SEP 2017

Putting Together the Pieces: Supply Chain Analytics - 2 SEP 2017

Executive Overview Chemical supply chains serve global markets and multiple industries at varying levels of maturity. Over the last decade, no company stands out as a leader. The industry is stuck unable to make significant improvement on margin, inventory and asset utilization. The facts run counter to traditional beliefs. In most companies, there is a pervasive belief that Chemical and Oil and Gas companies implemented new technologies, and evolved processes to drive improved balance sheet results. As will be shown in this report, this is not true. Why did this happen? The focus of the chemical companies remains functional and inside-out. The industry is slow to build adaptive networks and even slower to adopt demand-driven processes. This is in sharp contrast to an industry like consumer electronics where the thrusts and changes were swift and direct. To survive, these companies adopted new processes and technologies at a quicker rate than those in the Chemical, and Oil and Gas industries. BASF wins the Supply Chains to Admire award while Statoil becomes a finalist. To help the industry to understand the current state and benchmark current processes, here we share insights. The Race for Growth The chemical industry experienced a post-recessionary boom with growth rates of 11% in the period of 2010-2012. In the recent three years, the growth rate has slowed to -1%. These recent growth rates were greatly affected by the boon and slowing of the Chinese markets and by the ups and down in crude. Over the period, AgroSciences and Specialty chemicals experienced the highest growth rates of the sector. With the dramatic impact of the economy of growth and industry sector performance, one would think that the supply chain leaders of this sector would be aggressively pursuing market-driven supply chain practices to forecast based on market indicators and translate channel demand to supply. This is not the case. These processes remain very supply-centered with no chemical company driving market-driven programs.

Supply Chain Metrics That Matter: A Focus on Chemical, and Oil & Gas Companie...

Supply Chain Metrics That Matter: A Focus on Chemical, and Oil & Gas Companie...

Supply Chain Metrics That Matter: A Focus on Chemical, and Oil & Gas Companie...

Executive Overview Food and Beverage supply chains serve local markets. Regional taste buds drive localized assortment. While many are attempting to be global, they have strong regional governance drivers. As a result, growth agendas have driven an increase in items by 32% since 2010. Product complexity grew faster than growth. Average sales per item dropped 22% . This increase in complexity lengthened the long tail of the supply chain affecting both cost and inventory. We hope this report can be a guide to help companies understand what is possible to determine more accurate set points, and understand the relationship between supply chain metric performance and value. As will be seen, in the Food and Beverage industries we find most companies to be stuck on the critical metrics that drive value. They have either regressed in supply chain performance or they are at the same point they were a decade ago. For many supply chain leaders who attend conferences this may seem unfathomable. There is an industry belief that companies have implemented new technologies, and evolved processes, and driven improved balance sheet results. As will be shown in this report, this is not true. The analysis also demonstrates the importance of outside-in supply chain excellence programs. Who does the best? Hershey outperforms within the Food group and makes the Supply Chains to Admire list for 2016; and while AB/InBev drives the strongest performance in the Beverage category, it is not sufficient to make the list. The goal of this report is to enable benchmarking and to spark a new conversation on value in the definition of supply chain excellence.

Supply Chain Metrics That Matter: A Focus on Food and Beverage Companies - 15...

Supply Chain Metrics That Matter: A Focus on Food and Beverage Companies - 15...

Supply Chain Metrics That Matter: A Focus on Food and Beverage Companies - 15...

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Putting Together the Pieces: Supply Chain Analytics - 2 SEP 2017

Putting Together the Pieces: Supply Chain Analytics - 2 SEP 2017

Putting Together the Pieces: Supply Chain Analytics - 2 SEP 2017

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Supply Chain Metrics That Matter: A Focus on Chemical, and Oil & Gas Companie...

Supply Chain Metrics That Matter: A Focus on Chemical, and Oil & Gas Companie...

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Dan is an Independent Consultant specializing in healthcare logistics, procurement and supply chain management. Dan has over 18 years of experience in the procurement, distribution, and management of healthcare products and processes. He has design, implementation, and leadership experience in integrated logistics to include supplies, waste, laundry, linen, mail, transportation, blood and other healthcare logistical requirements of local and remote sites. He has worked in single hospitals and healthcare networks across the nation. He has worked with healthcare executives, physicians, and clinicians on product standardization and utilization efforts to maximize the savings by using a total cost approach. Dan also has expertise in capital equipment projects and logistics. Prior to affiliating with Med Assets Inc., Dan was a Facilities Buyer at Penn State University’s Milton S. Hershey Medical Center designing and managing complex construction and renovation procurement processes. As Director of Materials Management at a number of facilities, Dan continuously provided supply expense reduction initiatives for medical supplies, capital equipment, and services through GPO initiatives as well as facility and IDN negotiated initiatives. Dan attributes all of his financial successes with the development of key staff, clinical and physician relationships at these facilities. The following positions are among the key leadership roles that Dan has held: • Senior Contract Administrator, Pinnacle Health System, Harrisburg, PA • Consultant, Longmont United Hospital, Longmont CO • Consultant, Cheyenne Regional Medical Center\ , Cheyenne, WY • Director, Supply Chain Management , Lourdes Hospital, Paducah, KY • Director, Materials Management, The Regional Medical Center, Orangeburg, SC. • Supply Chain Director, Trident Health System, Charleston, SC • Director, Materials Management, Carlisle Hospital and Health Services, Carlisle, PA • Facilities Buyer, Penn State University, Milton S. Hershey Medical Center, Hershey, PA • President, Central Pennsylvania Chapter, AHRMM, 1999-2000 Dan’s areas of expertise include:  Total supply chain management  Logistics operations management

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Purchase & Supply Chain Mangagment (Medical Transcription)

Purchase & Supply Chain Mangagment (Medical Transcription)

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HIDA Thought Leaders Paper Rodney Rotton

HIDA Thought Leaders Paper Rodney Rotton

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As an MA Holder, it is your responsibility to ensure the integrity of your entire supply chain, from sourcing API to your finished product reaching the patient. McGee Pharma International’s expert team has worked with multiple clients to ensure the integrity of their global Supply Chains. Contact us at info@mcgeepharma.com to discuss how we can assist you in meeting your regulatory requirements.

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Executive Summary Trust, but verify. During the recession of 2007, trust in the extended supply chain was broken. As companies throttled-back production to adjust to falling demand, many suppliers who thought that they were strategic were left “holding the bag.” Risk was pushed backwards in the supply chain violating the tenants of many strategic relationships. As a result, shipments were refused and orders canceled. Payments were delayed and trust was violated. Many supplier companies never recovered, tightening the supply of materials in discrete value chains like automotive and high-tech. As growth slowed over last five years, the supply chain focused on an agenda to reduce costs. Commodity price volatility increased and procurement pressures to reduce costs resulted in transactional buying (a focus to minimize price variance). In many companies, strategic sourcing and commodity management through category buying programs took a “back seat.” Supplier programs become more reactive. In this environment, as shown in Figure 2, supplier viability—an environment for a supplier to manage a successful business—became a pressing risk issue. Sitting four and five levels back in the value network, suppliers experienced a double-whammy—pressure to reduce price along with the lengthening of Days of Payables. Ironically, while technology in supply chain finance progressively improved to enable a quick transfer of funds across industries, Days of Payables increased 30 and 60 days. The second irony is the cost of capital. While brand owners have a lower cost of capital than their suppliers, few companies extend their brand capabilities in supply chain finance to their suppliers. While companies talk supply chain finance, squeezing suppliers is the market reality. In parallel, economic uncertainty and demand volatility increased, also putting pressure on the supplier base. While the adoption of demand-driven processes could improve supplier alignment, demand-driven process adoption is slow. Few companies are taking ownership of demand signals to their supply base. Traditional processes dominate. Companies are strongly wedded to supply-centric processes based on traditional forecasting processes using order patterns. With the lengthening of order latency, and the lengthening of the long tail of the supply chain, the synchronization of suppliers into the value network is out-of-step, creating waste and obsolescence.

Supplier Development Study - Feb-May 2016 - Summary Charts

Supplier Development Study - Feb-May 2016 - Summary Charts

Supplier Development Study - Feb-May 2016 - Summary Charts

Metrics That Matter Webinar -October 10, 2013

Metrics That Matter Webinar -October 10, 2013

Metrics That Matter Webinar -October 10, 2013

Presentation at CSCMP Chicago Roundtable event on April 8, 2014

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Steelwedge powerpoint webinar november15

Steelwedge powerpoint webinar november15

Steelwedge powerpoint webinar november15

S&OP Study Prelim Summary Charts used in the Why Is S&OP So Hard? report Executive Overview Sales and Operations Planning (S&OP), the cross-functional process to align the commercial processes of sales and marketing with the operational processes of supply and manufacturing, is having a renaissance. It is not a new process. Companies have worked on these processes for over 35 years; but today, only one out of two companies believes that their processes are effective. Why is it so hard? Answering this question is the goal of this report. Figure 3. Sales & Operations Planning Process Overview A mature S&OP process improves organizational agility and alignment; but, this requires focus and clear leadership over a period of at least three to five years. A higher level of success happens when the S&OP processes report to a profit center manager and decision making is aligned to the commercial processes. With one in two companies aligning S&OP to product line production, not to commercial processes, it is difficult to drive maturity. Ideally, the leader of the S&OP process understands both the commercial drivers, and the supply constraints, and can make the pivot; but this is seldom the reality. Today, due to popularity, companies have more than one S&OP process. In this research, a multinational company will have four to six separate and distinct S&OP processes with different maturity levels. While many will try to drive improvements with big technology initiatives, based on a decade of research on the topic, we recommend starting by tackling the change management issues. In this report, we share five barriers, and four misconceptions while giving supporting research to challenge change in the organization.

S&OP 2015 Preliminary Summary Charts

S&OP 2015 Preliminary Summary Charts

S&OP 2015 Preliminary Summary Charts

Get ready for 2014 planning by benchmarking the financial performance of your supply chain. Using a database of over 50 metrics with 20 years of data, the Supply Chain Insights team can help you better understand your supply chain potential. This analysis enables visualization of company performance on managing the trade-offs of growth, profitability, inventory/cash cycles and complexity. We find that each company has a unique pattern in how they managed trade-offs. The analysis helps you benchmark against your peer group and make a conscious choice. Through a deeper understanding of industry averages and outliers, this type of study helps you to better understand your supply chain potential. While many companies have used this service to understand public performance, many leaders have taken it one step further to benchmark divisions or product groups within their companies.

Supply Chain Insights' Financial Benchmarking Examples - 27 AUG 2013

Supply Chain Insights' Financial Benchmarking Examples - 27 AUG 2013

Supply Chain Insights' Financial Benchmarking Examples - 27 AUG 2013

Report Details: The research for this report was conducted via an online survey from January 16 – April 3, 2017. Surveys were conducted among a mix of manufacturers, retailers, and wholesalers/distributors/co-operatives (n=56). Objective: To understand the role of supply chain finance in determining supply chain strategy and gaining competitive advantage towards supply chain excellence. Highlight: Managing costs is a struggle for most companies. While 88% of companies have implemented Enterprise Resource Planning (ERP), the hard work of process evolution and maturity continues. In this report we share the current state of supply chains in managing costs, and then take a look at the processes and organizational design factors to evaluate the impact on cost management.

Supply Chain Finance study - 25 APR 2017 summary charts

Supply Chain Finance study - 25 APR 2017 summary charts

Supply Chain Finance study - 25 APR 2017 summary charts

Tsunamis, terrorist attacks, hurricanes, and volcanic eruptions have impacted the global economy in the last 10 years. The effects of a “discontinuity event” such as a natural disaster, geopolitical shifts, economic uncertainty and demand/supply volatility to your business can be significant, impacting suppliers, vendors and customers. In our new report, Supply Chain Risk Management, we address the need for companies to proactively prepare for the worst to protect their business operations and weather the storm of unforeseen events.

Supply Chain Risk Management 2015 Summary Charts

Supply Chain Risk Management 2015 Summary Charts

Supply Chain Risk Management 2015 Summary Charts

Survey Details: The research for this report was conducted online from January 6 - September 14, 2015 by Supply Chain Insights. Surveys were conducted among Manufacturers and Wholesalers/Distributors/Co-operatives with $250M+ in revenue and who have at least one S&OP process (n=73). For the purpose of analysis, respondents were split between those with a self-reported "effective" S&OP (n=31) and those without (n=42). Objective: To understand the value proposition of an effective S&OP (Sales and Operations Planning) process. NOTE: An S&OP process was defined as a "tactical planning process to forecast sales and plan operations." Highlight: Companies with a more effective S&OP process are more aligned, agile and balanced, which leads to greater control and improved response.

What Is the Value Proposition of Sales and Operations Planning? Summary Charts

What Is the Value Proposition of Sales and Operations Planning? Summary Charts

What Is the Value Proposition of Sales and Operations Planning? Summary Charts

Big Data Survey/Handbook Summary Charts - 8 JULY 2013

Big Data Survey/Handbook Summary Charts - 8 JULY 2013

Big Data Survey/Handbook Summary Charts - 8 JULY 2013

Featured Presenter - Lora Cecere, Founder and CEO, Supply Chain Insights In today’s increasingly complex and dynamic business environment, companies must have the agility to make fast, intelligent, and profitable decision. Sales and operations planning (S&OP) is a major pathway forward to make that happen. Recent research shows that companies that are more mature on S&OP have twice the levels of alignment and agility than their counterparts who are lower on the maturity scale. Join us for a webinar with noted supply chain thought leader and author Lora Cecere to understand the steps to take and the pitfalls to avoid along the road to S&OP agility. On November 19 at 9am PST/12pm EST/5pm GMT, Lora will address: - The evolution of S&OP processes and how to build demand and supply processes that align with top-line business goals. - The steps necessary to achieve the right balance between commercial and operations teams—the key to execution and achieving results. - Which metrics drive alignment and how the metrics change as S&OP processes mature. - How supply chain centers of excellence effectively manage regional and global governance to balance rising complexity and volatility with the execution of the plan.

Does Your S&OP Deliver Agility?

Does Your S&OP Deliver Agility?

Does Your S&OP Deliver Agility?

Presentation given at the Demand Solutions Conference on Sales and Operations...

Presentation given at the Demand Solutions Conference on Sales and Operations...

Presentation given at the Demand Solutions Conference on Sales and Operations...

Presentation given at the CSCO conference in Chicago on June 19th. Discussion on why companies are stuck on the Effective Frontier of balancing growth, profitability, cycles and complexity. The answer lies in redesigning the processes outside-in and orchestrating demand and supply in market-driven processes through new forms of technology. We need to embrace the new and learn from the old while holding ourselves accountable to the balance sheet.

Presentation at the Chief Supply Chain Officer Conference on June 19th

Presentation at the Chief Supply Chain Officer Conference on June 19th

Presentation at the Chief Supply Chain Officer Conference on June 19th

Executive Summary As growth slows, manufacturing companies struggle with rising complexity and increasing levels of demand error. The question is “Could companies decrease complexity and improve growth by building outside-in processes that are customer-centric?” We believe the answer to this question is a resounding “YES!” However, there is a problem. Across the industry there is no common definition of customer-centric supply chains. There is no clear and accepted methodology to build this core competency. As a result, most companies have forged their own paths. In this study, 80% of those surveyed have a customer-centric strategy; yet over half (54%) state that there is room for improvement to drive performance changes in their supply chain. Companies struggle to drive alignment and build constancy of purpose. The goal of this report is to fill this gap. State of the Industry Today 46% of respondents rate their supply chain as performing well on the delivery of a customer-centric supply chain strategy. The definition of a customer-centric supply chain used for this research is: one that is aligned with order management, product strategies and distribution processes to deliver/adapt to against customer segmentation strategies.

Customer-Centric Study 2016 - Summary Charts

Customer-Centric Study 2016 - Summary Charts

Customer-Centric Study 2016 - Summary Charts

Summary document on research from over 100 companies on the current state of Sales and Operations Planning. The average company has seven processes and feels significantly less satisfied in 2019 than in 2016. Business complexity outpaces process and technology evolution. Companies deploying SAP APO or IBP rate themselves significantly behind peer group due to the lack of what if modeling and modeling capabilities.

Current State of Sales and Operations Planning

Current State of Sales and Operations Planning

Current State of Sales and Operations Planning

Elemica Presentation in Frankfurt - October 9, 2013

Elemica Presentation in Frankfurt - October 9, 2013

Elemica Presentation in Frankfurt - October 9, 2013

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Supply Chain Metrics That Matter

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S&OP 2015 Preliminary Summary Charts

S&OP 2015 Preliminary Summary Charts

S&OP 2015 Preliminary Summary Charts

Supply Chain Insights' Financial Benchmarking Examples - 27 AUG 2013

Supply Chain Insights' Financial Benchmarking Examples - 27 AUG 2013

Supply Chain Insights' Financial Benchmarking Examples - 27 AUG 2013

Supply Chain Finance study - 25 APR 2017 summary charts

Supply Chain Finance study - 25 APR 2017 summary charts

Supply Chain Finance study - 25 APR 2017 summary charts

Supply Chain Risk Management 2015 Summary Charts

Supply Chain Risk Management 2015 Summary Charts

Supply Chain Risk Management 2015 Summary Charts

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Big Data Survey/Handbook Summary Charts - 8 JULY 2013

Big Data Survey/Handbook Summary Charts - 8 JULY 2013

Big Data Survey/Handbook Summary Charts - 8 JULY 2013

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Does Your S&OP Deliver Agility?

Does Your S&OP Deliver Agility?

Presentation given at the Demand Solutions Conference on Sales and Operations...

Presentation given at the Demand Solutions Conference on Sales and Operations...

Presentation given at the Demand Solutions Conference on Sales and Operations...

Presentation at the Chief Supply Chain Officer Conference on June 19th

Presentation at the Chief Supply Chain Officer Conference on June 19th

Presentation at the Chief Supply Chain Officer Conference on June 19th

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Customer-Centric Study 2016 - Summary Charts

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Current State of Sales and Operations Planning

Current State of Sales and Operations Planning

Current State of Sales and Operations Planning

Elemica Presentation in Frankfurt - October 9, 2013

Elemica Presentation in Frankfurt - October 9, 2013

Elemica Presentation in Frankfurt - October 9, 2013

Supply Chain Metrics That Matter

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A critical look at three years of supply chain disruption. Using quantitative and qualitative research, Lora Cecere, Founder of Supply Chain Insights, looks critically at the factors within companies that drove resilience and the factors less successful. Companies that won were aligned, used market signals, decreased process latency, used scenario planning, and implemented descriptive analytics. Those that fared worse, had tight integration of supply chain planning to ERP, were not aligned, and were focused on a digital transformation strategy.

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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers. Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.

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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.

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In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.

Improving profitability for small business

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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.

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[Note: This is a partial preview. To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations] Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit. Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability. LEARNING OBJECTIVES 1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments. 2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts. 3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations. CONTENTS 1. Introduction and Key Concepts of Sustainability 2. Principles and Practices of Sustainability 3. Measures and Reporting in Sustainability 4. Sustainability Implementation & Best Practices To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations

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www.seribangash.com A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA: Contents of Memorandum of Association: Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company. https://seribangash.com/article-of-association-is-legal-doc-of-company/ Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent. Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause. www.seribangash.com Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up. https://seribangash.com/promotors-is-person-conceived-formation-company/ Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value. Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA. Importance of Memorandum of Association: Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process. Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations. Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability. External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers. https://seribangash.com/difference-public-and-private-company-law/ Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void. Amendment of MOA: While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder

Memorandum Of Association Constitution of Company.ppt

Memorandum Of Association Constitution of Company.ppt

Memorandum Of Association Constitution of Company.ppt

Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion. What is Enterprise Excellence? Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization. What might I learn? A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo. Who might benefit? Anyone and everyone leading folks from the shop floor to top floor. Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.

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1. Healthcare Study: Healthcare Providers Summary Charts Feb-Apr 2013

2. Supply Chain Insights LLC Copyright © 2013, p. 2 Agenda

3. Supply Chain Insights LLC Copyright © 2013, p. 3 Study Overview

4. Supply Chain Insights LLC Copyright © 2013, p. 4 Most Respondents Work Within the Hospital Supply Chain

5. Supply Chain Insights LLC Copyright © 2013, p. 5 Over Half Have Over 20 Years Experience in Healthcare and Supply Chain

6. Supply Chain Insights LLC Copyright © 2013, p. 6 Agenda

7. Supply Chain Insights LLC Copyright © 2013, p. 7 Top Way to Measure Value is Lower Costs Without Reducing Quality of Care

8. Supply Chain Insights LLC Copyright © 2013, p. 8 Negotiating Lower Prices is Most Important Cost-Cutting Effort

9. Supply Chain Insights LLC Copyright © 2013, p. 9 Negotiating Lower Prices is Top Performing Cost-Cutting Effort

10. Supply Chain Insights LLC Copyright © 2013, p. 10 Important but Low Performance: Improving Product Utilization and Working Across Functional Silos

11. Supply Chain Insights LLC Copyright © 2013, p. 11 Important but Low Performance: Improving Product Utilization and Working Across Functional Silos

12. Supply Chain Insights LLC Copyright © 2013, p. 12 Other Cost-Cutting Efforts (Open-Ended)

13. Supply Chain Insights LLC Copyright © 2013, p. 13 Other Cost-Cutting Efforts, Continued (Open-Ended)

14. Supply Chain Insights LLC Copyright © 2013, p. 14 Other Cost-Cutting Efforts, Continued (Open-Ended)

15. Supply Chain Insights LLC Copyright © 2013, p. 15 Value Analysis Group: Nearly Three-Quarters Have a Formal Program or Group

16. Supply Chain Insights LLC Copyright © 2013, p. 16 Value Analysis Group: Supply Chain is Primary Leader; Changing/Adding Products are Most Common Decisions

17. Supply Chain Insights LLC Copyright © 2013, p. 17 Value Analysis Program: Supply Chain Costs, Physician Preference and Infection Rates are Top Decision Factors for Product Changes/Additions

18. Supply Chain Insights LLC Copyright © 2013, p. 18 Value Analysis Program: Two-thirds Rate Program as Successful

19. Supply Chain Insights LLC Copyright © 2013, p. 19 Collaborative Programs: Over Half Have Any Collaborative Programs for Increasing Financial Performance When Buying Supplies/Equipment

20. Supply Chain Insights LLC Copyright © 2013, p. 20 Collaborative Programs: Collaborative Programs with Suppliers Are the Most Common

21. Supply Chain Insights LLC Copyright © 2013, p. 21 Collaborative Programs: Collaborative Programs with Suppliers Are the Most Common

22. Supply Chain Insights LLC Copyright © 2013, p. 22 Collaborative Programs: Nearly Half Rate Them as Effective

23. Supply Chain Insights LLC Copyright © 2013, p. 23 Other Efforts to Reduce Costs (Open-Ended Responses)

24. Supply Chain Insights LLC Copyright © 2013, p. 24 Other Efforts to Reduce Costs, Continued (Open-Ended Responses)

25. Supply Chain Insights LLC Copyright © 2013, p. 25 Agenda

26. Supply Chain Insights LLC Copyright © 2013, p. 26 Reducing Costs and Managing Data Are Top Business Challenges in 2013

27. Supply Chain Insights LLC Copyright © 2013, p. 27 Top Supply Chain Roles in 2013: Reducing Costs, Improving Value-based Outcomes and Improving Inventory Turns and Cost

28. Supply Chain Insights LLC Copyright © 2013, p. 28 Three out of Five Rate Their Supply Chain as Successful in Meeting Goals

29. Supply Chain Insights LLC Copyright © 2013, p. 29 Reasons for Rating Supply Chain as Successful (Open-Ended)

30. Supply Chain Insights LLC Copyright © 2013, p. 30 Reasons for Rating Supply Chain as Somewhat Successful, Continued (Open-Ended)

31. Supply Chain Insights LLC Copyright © 2013, p. 31 Reasons for Rating Supply Chain as Less Successful (Open-Ended)

32. Supply Chain Insights LLC Copyright © 2013, p. 32 Inventory, Compliance and Customer Satisfaction Are Where Supply Chain Performs Best

33. Supply Chain Insights LLC Copyright © 2013, p. 33 Agenda

34. Supply Chain Insights LLC Copyright © 2013, p. 34 Supply Chain Organization: Three-Quarters Have a Formal Supply Chain Organization

35. Supply Chain Insights LLC Copyright © 2013, p. 35 Supply Chain Organization: 7 Functions Report Through It on Average; Reports Primarily to Chief Financial Officer

36. Supply Chain Insights LLC Copyright © 2013, p. 36 Supply Chain Organization: Most Likely to Contract and Manage for Medical & Surgical Commodities

37. Supply Chain Insights LLC Copyright © 2013, p. 37 Supply Chain Organization: Purchasing is Primarily Done Corporate-Wide