This document discusses supply chain insights and the role of supply chains in building market-driven differentiation. It provides definitions for integrated business planning and sales and operations planning. The document examines questions around goals, decision making, and metrics for supply chain processes. It also discusses the need for balance between demand and supply strategies.
Mark johnson business model transformationifmaworld
Business model innovations have reshaped entire industries and redistributed billions of dollars of value. In best-selling author Mark Johnson’s enlightening presentation at Presidents Conference 2012, he shares insights that will help foodservice professionals develop the confidence to think about innovating their own business.
Capability + Maturity = Value
Move away from scatter gun improvement projects. Use a measured focused approach to improve IT Capability and deliver real business value
Mark johnson business model transformationifmaworld
Business model innovations have reshaped entire industries and redistributed billions of dollars of value. In best-selling author Mark Johnson’s enlightening presentation at Presidents Conference 2012, he shares insights that will help foodservice professionals develop the confidence to think about innovating their own business.
Capability + Maturity = Value
Move away from scatter gun improvement projects. Use a measured focused approach to improve IT Capability and deliver real business value
Learn about how to shape the organization structure, processess, and functions in line with the business strategy and realities of the business. HR becomes a strategic partner with the business leaders in driving bottom-line results.
"Supply Management: The Missing Voice in the Integrated Business Plan: How Cost Management, Negotiation and Contract Management Inform the Process and are Essential to Its Execution ”
In manufacturing, traditional sales and operations planning is expanding beyond simple supply-demand balancing toward integrated business decision-making. Service firms are also realizing the benefits of holistic business planning. Integrated business planning is neither integrated nor complete without supply management which must come to the process with an understanding of the supply risks and a strategy for capitalizing on opportunities. An integrated plan for the business must be informed by the relative bargaining position of the firm, supplier viability under multiple economic scenarios, trends and potential ranges for commodity and other prices, supplier and global capacities, technological advances, and other relevant context. Supply management must also be prepared to contribute to integrated business planning with a comprehensive analysis of total cost of ownership and its sensitivity to each of its components, strategies for structuring supply agreements to mitigate risk and minimize the cash-to-cash cycle, approaches for substituting information for time and inventory, sourcing alternatives to support sales and marketing initiatives as well as manufacturing and quality requirements, and scenarios for reducing lead time and lot size.
CRM at Oracle Series: Marketing Business IntelligencetbOracleCRM
The CRM at Oracle series highlights Oracle's internal implementation of Oracle CRM products such as Siebel CRM and Oracle CRM On Demand. This presentation discusses an overview of Oracle's Enterprise Reporting Architecture and highlights the Marketing Business Intelligence dashboards and reports.
Managing an advisory firm's compliance program can be costly. Can this expense also be viewed as an investment? Learn how your compliance efforts can help you manage your firm more effectively.
Similar to High-tech S&OP IE Event on April 19 (20)
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.
River of Demand - ALL RIVERS with QR.pdfLora Cecere
Drawings of demand as a river depicting the issues with flow with the voice overlay of the planner. To hear the voice, scan the QR code at the bottom of the drawing.
Presentation was given at the Longbow presentation on the future of supply chain management and the value of changing processes to make decisions a the speed of business decisions
At the Supply Chain Insights Global Summit, we challenged the audience to think about "social tokens" using this presentation from Luke Layden of Coin Desk.
Today's supply chain processes are inside-out. Outside-in processes, using channel and market data, improve the time to respond. This presentation reflects two years of testing using machine learning to understand the impact on the bullwhip effect and Forecast Value Added.
Now in its ninth year, the Supply Chains to Admire analysis is a study of the progress of each industry sector on the balanced scorecard of growth, operating margin, inventory turns, and Return on Invested Capital (ROIC). Twenty-two companies outperform their peer group, defining and exemplifying supply chain excellence.
Supply Chains to Admire Analysis 2022_2022 presentation.pptxLora Cecere
Supply Chains to Admire is a data-driven analysis based on public reporting of manufacturing and retail companies. The research evaluates which public companies drove improvement while outperforming their peer groups on performance metrics and value for the ten-year period of 2012-2021. The 25 winners are a testimonial to supply chain resilience.
The Role of Analytics In Defining The Art Of The PossibleLora Cecere
Analytics capabilities are evolving faster than organizations can adopt them into their processes. Here we share the research of 92 respondents in their journey to use new forms of analytics in their digital transformation journey.
[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
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Putting the SPARK into Virtual Training.pptxCynthia Clay
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
8. S&OP Evolution
Greater Benefit
Business- • Growth
Sales Driven
planning Driven • Resilience
Match Demand
Maximize • Efficiency
with Supply
Profitability
Market Driven
Manufacturing- Demand Driven
Driven Maximize
Maximize
Opportunity and
Deliver a Feasible Opportunity
Mitigate Risk.
Plan for Operations Sense and
Orchestrate
Match Demand Shape
Demand
with Supply Demand
Market to Market
9. S&OP Process
Existence, Goals & Processes
Have a Sales & Operations Planning S&OP Process Goal
Process
Not sure Match demand with supply 43%
3%
No
10% Maximize opportunity and mitigate risk 32%
Develop a feasible plan 14%
Determine the most profitable plan 8%
Yes Other 3%
87%
# Distinct S&OP Processes
5 S&OP 27%
14% 20% 19%
processes 12% 9%
on average
1 2 3 4 5 More than 5
Base: Total Sample (117)
12. Supply Chain Organization
Functions Reporting Through Supply Chain Leader
Supply Chain
Supply Chain
Planning (Supply) 80% Chief Operating Officer 43% 69%
Supply Chain
Profit
Planning (Demand) 72% Center
Gen Mgr of Business Unit
(P&L Owner) 26% Managers
Inventory 63%
Deliver (Distribution) 56% Leader of Manufacturing 12%
Transportation 52% Chief Financial Officer 9%
Source
(Procurement) 51%
Head of Procurement 3%
Make
(Manufacturing) 38%
Customer Service 37% Chief Information Officer 2%
Base: Total Sample (117)
Q5. Please tell us how you define your company’s supply chain organization by selecting
14. Looking at Supply Chain as a Complex System
Growth
Corporate Revenue Cost of Goods
Trade-offs
Working Capital
Corporate Social Responsibility
Investment
Trade-offs
R&D Strategy and Investment Asset Strategy and Investment
Forecast Accuracy Customer Service Inventory
Supply
Chain Product and Service
Channel Strategy Supplier Strategy
Trade-offs Portfolio
Sales Distribution Manufacturing Logistics Procurement
Policies Policies Policies Policies Policies
Supply
Chain Backorders First Pass Material
Returns Empty Miles
Waste Obsolescence Yield Yield
15. What is Agility?
How Define Supply Chain “Agility”
Shorter supply
Flexibility to make cycles
and deliver
whatever is ordered 3%
10% Ability to recalibrate
plans in the face of
market, demand and
supply volatility and
49% deliver the same or
comparable cost, quality
and customer service
38%
Ability to
adapt to
variations in
demand and
supply
Base: Total Sample (117)
Q11. How would you define what it means for your company’s supply chain to be “agile”?
16. Agility Importance vs. Performance
Agility Importance vs. Performance
(7-Point Scale)
6%
5%
40% Low (1-3)
89% 32% Middle (4)
62 % Points
(Gap in Performance
vs. Importance)
27% High (5-7)
Importance Performance
Base: Total Sample (117)
Q12. How important is it for your company’s supply chain to be “agile” in 2012? Please
17. Agility Today vs. Past
Agility vs. 5 Years Ago, 1 Year Ago
9% LESS Agile
15%
17%
54%
Just as Agile
68% Ongoing
Increases
in Agility
38%
MORE Agile
Vs. 5 Years Ago Vs. 1 Year Ago
Base: Total Sample (117)
18. The Role of Demand Signals in Becoming Market Driven
Sell Deliver Make Source
Network Design: Channel Network Design Supplier Network.
Probability of Design. Cost- Supplier
Demand to-Serve Rationalization
Analysis
Supply Chain Category Sales and Operations Planning Category
Tactical Management New Product Launch Management
Planning:
Demand
Forecast
Supply Chain Contract Corporate Social Responsibility Contract
Policy: Demand Management Revenue Management Management
Shaping Working Capital Management
Market-driven Demand/ Demand Orchestration Supplier Sensing
Signal Channel Demand Translation
Management Sensing
Transactional Order Order-to-Cash Purchase Order
Processing: Management Procure-to-Pay Management
Order and
Shipment
Processing
19. Demand-side Views Supply-side Views
Hole in Enterprise
Architectures
Account-Level
VMI C
A Supplier Supplier Supplier Supplier
Downstream Data Distribution Distribution Distribution
Network Network Network
20. Demand-side Views Supply-side Views
Demand
Translation
Account-Level
VMI C
A Supplier Supplier Supplier Supplier
Downstream Data Distribution Distribution Distribution
Network Network Network
26. S&OP Process
Plan Execution
S&OP Plan Execution
Execution is not connected to S&OP plan 9%
We try to execute the S&OP plan, but hardly do
in practice 25%
We execute the S&OP plan most of the time 35%
We execute the S&OP plan nearly all of the
time 19%
We monitor market events and adjust to S&OP
plan within limits 13%
Base: Have a S&OP process (102)
28. Comparison of Revenue/Employee for
the Period of 2000-2011
P&G Colgate Unilever Kimberly-Clark Nestle Kraft
700
Revenue/Thousands of Employee
600
500
400
300
200
100
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
29. Comparison of EBIT/Employee for the
Period of 2000-2011
P&G Colgate Unilever Kimberly-Clark Nestle Kraft
140.0
120.0
100.0
EBIT/Employee
80.0
60.0
40.0
20.0
0.0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
30. Consumer Products: Comparison of
Days of Inventory
P&G Colgate Unilever Nestle Kraft
80
75
70
65
60
55
50
2002 2003 2004 2005 2006 2007 2008 2009 2010
31. Consumer Products: Cost of Sales as a
Percentage of Revenue
Unilever Kellogg Kraft General Mills
Campbell Hershey P&G
70%
Cost of Sales as a % of Revnue
65%
60%
55%
50%
45%
40%
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
32. Comparison of Days of Working Capital in High-tech and
Electronics for the Period of 2005-2011
Apple Motorola Solutions Samsung
Cisco Intel Dell
RIM Average
450.0
400.0
350.0
300.0
Axis Title
250.0
200.0
150.0
100.0
50.0
0.0
2005 2006 2007 2008 2009 2010 2011
33. High-tech and Electronics
Revenue/Employee
Apple Motorola Solutions Samsung
Cisco Dell RIM
Average
1800.0
1600.0
1400.0
1200.0
1000.0
800.0
600.0
400.0
200.0
0.0
2005 2006 2007 2008 2009 2010 2011
34. Cost of Sales as a Percentage of Revenue in High-tech
Apple Motorola Solutions Samsung Cisco
Intel Dell *cost of revenue* RIM Average
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
2003 2004 2005 2006 2007 2008 2009 2010 2011
35. Technology
Goal
A feasible plan • Model the network
• Recognize and respect
constraints
• Gain plan visibility
Match demand with supply • What-if analysis
• Multi-tier inventory analysis
• Network design
Deliver the most profitable • Demand translation
• Supply orchestration
Plan • Optimize financial drivers
Demand-driven • Sense channel demand
• Shape demand
• Drive the most profitable
response
Market-driven • Sense buy and sell-side market
conditions
• Bi-directionally orchestrate
demand
Key:
Demand Planning Supply Planning Inventory Planning Financial Planning Demand Translation Market Sensing
35
Platform