This document outlines a strategy development process for a value chain. It begins with understanding the current situation through surveys and profiling. Key findings are analyzed to define value chains, competitive strategies, and financial opportunities. Future state processes, performance metrics, and management processes are designed. A continuous improvement roadmap is developed and executive support/launch occurs. The goal is to create an aligned, integrated organization that understands value, controls delivery of value, and innovates to improve and create new levels of business performance.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
The strategic sourcing process involves identifying a company's current category usage, conducting a supplier and market analysis, selecting an appropriate sourcing strategy, and choosing a sourcing method. Key steps include developing requests for information and proposals, evaluating responses, negotiating with suppliers, integrating new suppliers, and monitoring market performance and supplier relationships on an ongoing basis. The process aims to identify all viable suppliers, execute the best sourcing approach, conduct negotiations to select suppliers, and operationalize agreements while monitoring the category.
Importance of having a right Sourcing strategy is key to success for CXO. It has to be correct blend of partners both internal as well as external. The strategy can be arrived only if business goals are understood correctly. This deck shares an approach and ways to arrive at IT Sourcing Strategy.
Supply chain management and logistics managementNancyLakhani
Supply chain management involves coordinating all supply chain activities including product development, production, logistics, and information sharing to maximize customer value. Effective supply chain management can increase revenue and decrease costs by creating efficiencies. Key activities include physical distribution, transportation, inventory management, and ensuring the right products reach customers through the appropriate channels at the right time and in the right condition. Coordinating the supply chain is important for meeting customer demands profitably.
The world is changing – how about your Operations Strategy?
The world is changing rapidly – same goes for your customers and suppliers. You are required to constantly improve your operations. Is optimising your current operating model sufficient or do you need to rethink?
A great Operations Strategy is what makes the sum of all operational capabilities of your business a competitive advantage.
Does your Operations Strategy fit in relation to environmental changes or changes in future customer demand?
The document discusses strategic management and analysis tools such as Porter's Five Forces model and value chain analysis. It explains that Porter's Five Forces model analyzes the bargaining power of suppliers and buyers, threat of new entrants and substitutes, and competitive rivalry. The value chain breaks down a firm's activities into primary and secondary categories. The document also covers strategic choices like cost leadership, differentiation, and focus strategies. It discusses growth strategies such as internal expansion, mergers and acquisitions, and the financing sources to support growth through internal or external means.
Strategy, Business Model and Business planCarl Lupke
This document provides an overview of key concepts for developing a business strategy and plan, including outlines for strategic management, business models, positioning strategies, and ensuring fit between strategy and operations. It discusses evaluating the external environment and internal strengths/weaknesses, choosing between growth, stability, and retrenchment strategies. Frameworks are presented for assessing value propositions, vision, strategic positioning, and mapping strategies to opportunities and threats. The document also covers developing business models that define revenue sources, cost drivers, investment needs, and critical success factors to operationalize strategies and capture wealth.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
The strategic sourcing process involves identifying a company's current category usage, conducting a supplier and market analysis, selecting an appropriate sourcing strategy, and choosing a sourcing method. Key steps include developing requests for information and proposals, evaluating responses, negotiating with suppliers, integrating new suppliers, and monitoring market performance and supplier relationships on an ongoing basis. The process aims to identify all viable suppliers, execute the best sourcing approach, conduct negotiations to select suppliers, and operationalize agreements while monitoring the category.
Importance of having a right Sourcing strategy is key to success for CXO. It has to be correct blend of partners both internal as well as external. The strategy can be arrived only if business goals are understood correctly. This deck shares an approach and ways to arrive at IT Sourcing Strategy.
Supply chain management and logistics managementNancyLakhani
Supply chain management involves coordinating all supply chain activities including product development, production, logistics, and information sharing to maximize customer value. Effective supply chain management can increase revenue and decrease costs by creating efficiencies. Key activities include physical distribution, transportation, inventory management, and ensuring the right products reach customers through the appropriate channels at the right time and in the right condition. Coordinating the supply chain is important for meeting customer demands profitably.
The world is changing – how about your Operations Strategy?
The world is changing rapidly – same goes for your customers and suppliers. You are required to constantly improve your operations. Is optimising your current operating model sufficient or do you need to rethink?
A great Operations Strategy is what makes the sum of all operational capabilities of your business a competitive advantage.
Does your Operations Strategy fit in relation to environmental changes or changes in future customer demand?
The document discusses strategic management and analysis tools such as Porter's Five Forces model and value chain analysis. It explains that Porter's Five Forces model analyzes the bargaining power of suppliers and buyers, threat of new entrants and substitutes, and competitive rivalry. The value chain breaks down a firm's activities into primary and secondary categories. The document also covers strategic choices like cost leadership, differentiation, and focus strategies. It discusses growth strategies such as internal expansion, mergers and acquisitions, and the financing sources to support growth through internal or external means.
Strategy, Business Model and Business planCarl Lupke
This document provides an overview of key concepts for developing a business strategy and plan, including outlines for strategic management, business models, positioning strategies, and ensuring fit between strategy and operations. It discusses evaluating the external environment and internal strengths/weaknesses, choosing between growth, stability, and retrenchment strategies. Frameworks are presented for assessing value propositions, vision, strategic positioning, and mapping strategies to opportunities and threats. The document also covers developing business models that define revenue sources, cost drivers, investment needs, and critical success factors to operationalize strategies and capture wealth.
This document discusses e-procurement at IBM and Siemens. It begins by defining e-procurement as using the internet and new technologies to facilitate strategic procurement activities by connecting buyers and suppliers. It then discusses how e-procurement provides tools for improved analysis and linkages across the supply chain. The document also summarizes various e-procurement strategies used at IBM and Siemens like online purchasing systems, e-sourcing, e-tendering, and procurement marketplaces. It concludes by noting some potential cons of e-procurement.
Companies that have set up ‘Global Business Services’
have significantly boosted their support functions
performance, optimizing the cost-quality trade off through
efficiency improvements and a clear shift towards a
strong and compelling value proposition to the business.
With this major transformation, Next Generation Shared
Services are well positioned to be considered full-fledged
partners of business operations, and not just providers of
services.
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle using four value streams - Strategy to Portfolio, Request to Fulfill, Requirement to Deploy, and Detect to Correct.
Download presentation from http://opengroup.co.za/presentations
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.
This document discusses value chain strategy and distribution channel management. It covers strategic roles of distribution, types of distribution channels, selecting and managing channel strategies, international distribution alternatives, and supply chain management issues. Key concepts include evaluating criteria for selecting channels, the efficient consumer response program, lean and agile supply chain elements, and the impact of supply chain strategy on marketing.
This document discusses Porter's value chain model and provides examples of value chains for Walmart and Tata Motors. It explains that Porter's generic value chain model identifies primary and support activities that create value for customers. The document then analyzes Walmart's value chain activities like logistics, operations, and human resource management. It also maps out Tata Motor's value chain and value system, highlighting key partners and activities in areas like procurement, operations, marketing and service.
Strategic Sourcing: Walking the Tightrope in Developing Sourcing StrategyThomas Tanel
This presentation will focus on developing the sourcing strategy as a fundamental and logical process involving the application of tools by skilled, competent, and knowledgeable purchasers. Simply put, our focus will be on the “how to” in developing a sourcing strategy. Are you experienced?
Topics that will be addressed include spend analysis, categorizing the best opportunities for sourcing group profiles, Porter’s Five Force Model and Sourcing Grids, establishing sourcing group portfolios and supplier portfolios, using the proper RFX format for sourcing, and making strategic sourcing the focal point for supplier negotiations. Participants will view “good practice” examples of the above.
If you find yourself “walking the tightrope” with a strategic sourcing initiative or an ongoing effort, you’ll get valuable information in developing your sourcing strategy. With our five phase approach, we will discuss the following “how to”:
1. Develop sourcing strategies differentiated by expenditure category and based on market dynamics.
2. Deeply involve end-users in sourcing for knowledge and buy-in.
3. Apply a rigorous sourcing approach that examines internal needs against supply market options to find the lowest total cost.
4. Challenge specifications and usage patterns to ensure that each expenditure is providing the best value for the company.
5. Identify, analyze, select, and negotiate with strategically advantaged suppliers, not just the ones with the lowest price today.
This presentation will conclude with a presentation review that can refine your understanding of the factors, tools, and guidelines you need to make your sourcing process more effective and more profitable for your organization.
The 7 step strategic sourcing framework is a popular model developed by ATKearney consulting to help companies lower costs through strategic procurement. The 7 steps include: 1) developing a category profile through spending and supply market analysis, 2) creating a sourcing strategy, 3) generating a supplier portfolio, 4) selecting an implementation plan such as negotiations or auctions, 5) negotiating and selecting suppliers, 6) implementing agreements, and 7) continuous improvement of the sourcing process. Major companies like P&G, HUL, IBM and Dell have used this framework to achieve cost savings of 10-20%.
Supply Chain Management in Relation to Marketing OperationsSneha Lundia
Council of Supply Chain Management Professionals define SCM as, “Supply Chain Management encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, supply chain management integrates supply-and-demand management within and across companies.” This presentation emphasizes on the role and importance of marketing in every component of the value chain. I believe that supply chain management strategies are the critical backbone to Business Organization, and marketing can impact its efficiency.
Current and Future Challenges in Service MarketingTony Sebastian
This is a research study on the current and future challenges in service marketing. The PPT gives in-depth analysis on the current challenges and how it can be a challenge in the future.
Value Chain Analysis
Value, Value Chain, Value Chain System, Component of Value Chain, Importance and usage of Value Chain, Primary and Secondary activities in Value Chain, Conclusion.
Update on the progress of supply chain leaders on progress on the Supply Chain Effective Frontier (balancing growth, profitability, cycles and complexity). Philippe Lambotte, SVP of Merck, recommends a seat at the table, focus on supply chain strategy, eliminate the white noise, and stay the course.
This document provides an introduction to strategic marketing. It discusses strategic marketing and market driven strategy. It also covers corporate, business, and marketing strategy. Finally, it addresses some of the challenges of the new era for strategic marketing, including escalating globalization, technology changes, and demands for social responsibility.
Customer's expectation & perception of customersRajThakuri
Customers have both expectations and perceptions of the level of service they will receive. Their expectations are influenced by personal needs, past experiences, and promises made by the service provider. Perceptions are formed through service encounters and compared to expectations. If perceptions meet or exceed expectations, the customer will be satisfied. Key aspects of service quality that influence perceptions are reliability, responsiveness, assurance, empathy, and tangibles. Higher customer value relative to costs also leads to greater satisfaction. Satisfied customers are more loyal and help the business grow through positive word-of-mouth.
Managed IT Services: Overview, Importance, Business BenefitsVeritis Group, Inc
Managed Services or Managed IT Services refers to outsourcing/offloading the organization's IT operations to an expert third-party organization, i.e., Managed Service Providers (MSPs).
The MSPs take the responsibility of some or all sorts of IT needs, including infrastructure, applications, network management, security, and maintenance.
1. Introduction
2. What are Managed IT Services?
3. Why Managed IT Services?
4. Types of Managed IT Services
5. Benefits of Managed IT Services
6. How to Choose the Right MSP?
7. Discover the Benefits of Managed Services with Veritis?
Read More: https://www.veritis.com/solutions/managed-it-services/
The document discusses strategic sourcing and ADMA-OPCO's plans to implement it. The goals of strategic sourcing are to increase customer satisfaction, improve internal service levels and product quality, and significantly reduce total costs through coordinated purchasing across the organization. ADMA-OPCO aims to leverage its buying power to obtain goods and services efficiently for end users. The document outlines the strategic sourcing process and opportunities for ADMA-OPCO to analyze spending, the supplier base, and develop a sourcing strategy to better meet its goals.
Describes what a target operating mode is, and the process to distill a target operating model from a business vision or set of business strategic aims
The document discusses the service-profit chain and the importance of internal service quality, customer loyalty, and exceptional service. It states that internal service quality leads to employee satisfaction, which drives customer service. Maximizing customer lifetime value through loyalty is key to profitability, as loyal customers result in retention, repeat sales, and referrals. The difference between good and exceptional service determines whether a customer might or will definitely purchase again. Building loyalty requires delivering superior quality and service at all touchpoints from management to frontline staff by gaining customer feedback and implementing quick improvements.
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Procurement Risk Management PowerPoint Presentation Slides and has templates with professional background images and relevant content. This deck consists of total of thirty seven slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. http://bit.ly/2uCY6i5
This document discusses how companies can use data analytics to better manage their supply chains. It outlines some of the complex challenges facing supply chains today from globalization and new technologies. It argues that managing supply chains effectively requires using analytics to make decisions rather than just reporting. The document then discusses how predictive analytics can help companies sense demand signals, shape future demand through scenario planning, and better orchestrate their supply chains in response to changing market conditions. It presents a demand-driven forecasting and planning process focused on capturing true unconstrained demand from customers.
This document discusses e-procurement at IBM and Siemens. It begins by defining e-procurement as using the internet and new technologies to facilitate strategic procurement activities by connecting buyers and suppliers. It then discusses how e-procurement provides tools for improved analysis and linkages across the supply chain. The document also summarizes various e-procurement strategies used at IBM and Siemens like online purchasing systems, e-sourcing, e-tendering, and procurement marketplaces. It concludes by noting some potential cons of e-procurement.
Companies that have set up ‘Global Business Services’
have significantly boosted their support functions
performance, optimizing the cost-quality trade off through
efficiency improvements and a clear shift towards a
strong and compelling value proposition to the business.
With this major transformation, Next Generation Shared
Services are well positioned to be considered full-fledged
partners of business operations, and not just providers of
services.
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle using four value streams - Strategy to Portfolio, Request to Fulfill, Requirement to Deploy, and Detect to Correct.
Download presentation from http://opengroup.co.za/presentations
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.
This document discusses value chain strategy and distribution channel management. It covers strategic roles of distribution, types of distribution channels, selecting and managing channel strategies, international distribution alternatives, and supply chain management issues. Key concepts include evaluating criteria for selecting channels, the efficient consumer response program, lean and agile supply chain elements, and the impact of supply chain strategy on marketing.
This document discusses Porter's value chain model and provides examples of value chains for Walmart and Tata Motors. It explains that Porter's generic value chain model identifies primary and support activities that create value for customers. The document then analyzes Walmart's value chain activities like logistics, operations, and human resource management. It also maps out Tata Motor's value chain and value system, highlighting key partners and activities in areas like procurement, operations, marketing and service.
Strategic Sourcing: Walking the Tightrope in Developing Sourcing StrategyThomas Tanel
This presentation will focus on developing the sourcing strategy as a fundamental and logical process involving the application of tools by skilled, competent, and knowledgeable purchasers. Simply put, our focus will be on the “how to” in developing a sourcing strategy. Are you experienced?
Topics that will be addressed include spend analysis, categorizing the best opportunities for sourcing group profiles, Porter’s Five Force Model and Sourcing Grids, establishing sourcing group portfolios and supplier portfolios, using the proper RFX format for sourcing, and making strategic sourcing the focal point for supplier negotiations. Participants will view “good practice” examples of the above.
If you find yourself “walking the tightrope” with a strategic sourcing initiative or an ongoing effort, you’ll get valuable information in developing your sourcing strategy. With our five phase approach, we will discuss the following “how to”:
1. Develop sourcing strategies differentiated by expenditure category and based on market dynamics.
2. Deeply involve end-users in sourcing for knowledge and buy-in.
3. Apply a rigorous sourcing approach that examines internal needs against supply market options to find the lowest total cost.
4. Challenge specifications and usage patterns to ensure that each expenditure is providing the best value for the company.
5. Identify, analyze, select, and negotiate with strategically advantaged suppliers, not just the ones with the lowest price today.
This presentation will conclude with a presentation review that can refine your understanding of the factors, tools, and guidelines you need to make your sourcing process more effective and more profitable for your organization.
The 7 step strategic sourcing framework is a popular model developed by ATKearney consulting to help companies lower costs through strategic procurement. The 7 steps include: 1) developing a category profile through spending and supply market analysis, 2) creating a sourcing strategy, 3) generating a supplier portfolio, 4) selecting an implementation plan such as negotiations or auctions, 5) negotiating and selecting suppliers, 6) implementing agreements, and 7) continuous improvement of the sourcing process. Major companies like P&G, HUL, IBM and Dell have used this framework to achieve cost savings of 10-20%.
Supply Chain Management in Relation to Marketing OperationsSneha Lundia
Council of Supply Chain Management Professionals define SCM as, “Supply Chain Management encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, supply chain management integrates supply-and-demand management within and across companies.” This presentation emphasizes on the role and importance of marketing in every component of the value chain. I believe that supply chain management strategies are the critical backbone to Business Organization, and marketing can impact its efficiency.
Current and Future Challenges in Service MarketingTony Sebastian
This is a research study on the current and future challenges in service marketing. The PPT gives in-depth analysis on the current challenges and how it can be a challenge in the future.
Value Chain Analysis
Value, Value Chain, Value Chain System, Component of Value Chain, Importance and usage of Value Chain, Primary and Secondary activities in Value Chain, Conclusion.
Update on the progress of supply chain leaders on progress on the Supply Chain Effective Frontier (balancing growth, profitability, cycles and complexity). Philippe Lambotte, SVP of Merck, recommends a seat at the table, focus on supply chain strategy, eliminate the white noise, and stay the course.
This document provides an introduction to strategic marketing. It discusses strategic marketing and market driven strategy. It also covers corporate, business, and marketing strategy. Finally, it addresses some of the challenges of the new era for strategic marketing, including escalating globalization, technology changes, and demands for social responsibility.
Customer's expectation & perception of customersRajThakuri
Customers have both expectations and perceptions of the level of service they will receive. Their expectations are influenced by personal needs, past experiences, and promises made by the service provider. Perceptions are formed through service encounters and compared to expectations. If perceptions meet or exceed expectations, the customer will be satisfied. Key aspects of service quality that influence perceptions are reliability, responsiveness, assurance, empathy, and tangibles. Higher customer value relative to costs also leads to greater satisfaction. Satisfied customers are more loyal and help the business grow through positive word-of-mouth.
Managed IT Services: Overview, Importance, Business BenefitsVeritis Group, Inc
Managed Services or Managed IT Services refers to outsourcing/offloading the organization's IT operations to an expert third-party organization, i.e., Managed Service Providers (MSPs).
The MSPs take the responsibility of some or all sorts of IT needs, including infrastructure, applications, network management, security, and maintenance.
1. Introduction
2. What are Managed IT Services?
3. Why Managed IT Services?
4. Types of Managed IT Services
5. Benefits of Managed IT Services
6. How to Choose the Right MSP?
7. Discover the Benefits of Managed Services with Veritis?
Read More: https://www.veritis.com/solutions/managed-it-services/
The document discusses strategic sourcing and ADMA-OPCO's plans to implement it. The goals of strategic sourcing are to increase customer satisfaction, improve internal service levels and product quality, and significantly reduce total costs through coordinated purchasing across the organization. ADMA-OPCO aims to leverage its buying power to obtain goods and services efficiently for end users. The document outlines the strategic sourcing process and opportunities for ADMA-OPCO to analyze spending, the supplier base, and develop a sourcing strategy to better meet its goals.
Describes what a target operating mode is, and the process to distill a target operating model from a business vision or set of business strategic aims
The document discusses the service-profit chain and the importance of internal service quality, customer loyalty, and exceptional service. It states that internal service quality leads to employee satisfaction, which drives customer service. Maximizing customer lifetime value through loyalty is key to profitability, as loyal customers result in retention, repeat sales, and referrals. The difference between good and exceptional service determines whether a customer might or will definitely purchase again. Building loyalty requires delivering superior quality and service at all touchpoints from management to frontline staff by gaining customer feedback and implementing quick improvements.
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Procurement Risk Management PowerPoint Presentation Slides and has templates with professional background images and relevant content. This deck consists of total of thirty seven slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. http://bit.ly/2uCY6i5
This document discusses how companies can use data analytics to better manage their supply chains. It outlines some of the complex challenges facing supply chains today from globalization and new technologies. It argues that managing supply chains effectively requires using analytics to make decisions rather than just reporting. The document then discusses how predictive analytics can help companies sense demand signals, shape future demand through scenario planning, and better orchestrate their supply chains in response to changing market conditions. It presents a demand-driven forecasting and planning process focused on capturing true unconstrained demand from customers.
The document discusses trends and challenges in the Indian data center industry. It outlines the value chain of data center services and providers. It notes that major data center service providers are expanding capacity to meet future demand in India and neighboring regions. There is also growing adoption of third party managed services, cloud computing, and green IT practices to reduce energy costs, which are a major expense. The cloud computing market in India is growing, with software as a service being the most adopted currently, while infrastructure as a service and platform as a service are gaining traction from third party managed service providers. The banking, financial services, and insurance sector shows potential as an early adopter of cloud technology in India.
The document discusses Michael Porter's value chain model, which describes the activities within a firm that create value. It analyzes both primary activities, such as operations and logistics that are central to creating a product, and support activities like procurement and infrastructure. Examples are given of value chain analyses for the pizza restaurant and automotive industries. The value chain can be used to examine how activities create value and where a firm has competitive advantages.
FDA Requirements for Supplier Management: A Primer from EduQuestEduQuest, Inc.
FDA requirements for supplier management are outlined by EduQuest president Martin Browning, who also provides practical advice for avoiding common mistakes companies make in managing relationships with third-party vendors, suppliers and auditors.
Presentation 2012-10-12-13 Value Chain Management in Transportation System v1Nopporn Thepsithar
2012-10-12-13 เล่าประสบการเรื่อง Value Chain Management in Transportation System ให้นักศึกษาปริญญาโท CEO MBA ในวิชา MB 523 การจัดการห่วงโซ่คุณค่าและลูกค้าสัมพันธ์ มหาวิทยาลัยหอการค้า
The document discusses value chain analysis. It defines a value chain as the series of activities that create and build value at every step within a company. A value chain consists of primary activities like operations, distribution, and sales, as well as support activities such as research and development and human resources. Value chains can be categorized as manufacturing-based, service-based, or a combination of both. Conducting value chain analysis helps companies identify which activities add the most value and how to improve competitive advantage.
Supplier Relationship Management practices on corporate performance in the ke...Gabriel Lubale
This document discusses supplier relationship management (SRM) practices at Kenya Power and their effect on corporate performance in Kenya's energy sector. It provides background on Kenya Power and describes its main electricity suppliers as well as challenges like inadequate supply and high costs. SRM practices at Kenya Power are examined through an analysis of power purchase agreements and perceptions within Kenya Power divisions. Corporate performance is measured using consumer satisfaction surveys. The results suggest Kenya Power needs strong partnerships with suppliers to overcome challenges and build long-term collaborative relationships to help stabilize supply and costs. However, perceptions of relationships differ within the company's divisions, impacting its business performance.
Mobile DevOps: Rapid Response to Feedback and continuous delivery in a mobile...Roger Snook
The document discusses strategies for continuous delivery of mobile applications. It begins with an overview of DevOps and how taking a closed-loop approach to application delivery can extend lean and agile practices across the software value chain. It then discusses how mobile applications shift the focus to time to feedback and quality. The document outlines challenges like how poor mobile app quality can impact business and how the best apps evolve rapidly in response to feedback. It proposes solutions like continuous integration, deployment automation, automated testing, and using feedback to prioritize improvements to reduce the time it takes to respond to users.
Supplier Relationship Management Srm Research 2010 2011salleijn
This fifth SRM Survey marks Capgemini Consulting’s continued efforts to understand the trends and issues affecting organizations when implementing a SRM solution and provides insights for executives on issues and trends across the Procurement profession. Capgemini Consulting has surveyed 100 SRM vendors over the last five years, with this edition surveying twenty vendors with a global geographical scope and worldwide implementations. These vendors represent a broad range of applications that provide full coverage for all sub-processes to niche players supporting only a selected functionality
A full copy of the report can be downloaded from:
http://www.capgemini.com/insights-and-resources/by-publication/supplier-relationship-management-srm-research-20102011/
Executive Systems Thinking Seminar - March 3 2015Robert Steele
This document outlines an executive systems thinking training seminar presented by Robert Steele of Systainability Asia. The seminar introduces systems thinking as an effective problem analysis and solution approach and shares practical systems thinking tools. It aims to help participants understand how systems shape societal behavior and develop long-term solutions to social issues. The seminar covers the basic concepts of systems thinking, including defining a system, common systems thinking tools and language, and uses the "system iceberg" model to help unravel complexity and discover root causes of behavior.
Integrating innovation systems perspective and value chain analysis into agri...ILRI
A presentation by Ponniah Anandajayasekeram (CaSt) and Berhanu Gebremedhin (IPMS), ILRI, prepared for the UNU-MERIT Training Programme in Design and Evaluation of Innovation Policy in Developing Countries (DEIP), EDRI training hall, Addis Ababa, Ethiopia, February 22-26, 2010.
The document discusses supplier relationship management (SRM) and describes Bouygues Telecom's use of Ariba's sourcing solution. Bouygues Telecom is the third largest mobile operator in France with over 11 million customers. It has an annual purchasing budget of over 2.4 billion euros managed by 80 people. Bouygues Telecom implemented Ariba's on-demand sourcing solution in 2010 for supplier information management, performance management, and sourcing events across all commodity areas. The contract module will be deployed in June 2012 to further improve SRM.
Uber operates an international transportation network using a mobile app. It was founded in 2009 and now operates in 64 countries. The app allows customers to request rides from drivers and pay electronically. Uber uses various technologies like GPS and transaction processing systems to coordinate rides. It also uses marketing strategies like promotion codes and feedback systems. Operations involve allocating drivers, evaluating programs, and managing day-to-day issues. The app provides services to both customers and drivers, including pickup locations, cashless payments, and support centers to handle issues.
The document summarizes supplier performance measurement and optimization at ADMA-OPCO. Key performance measures include delivery, quality, responsiveness, and cost effectiveness. Suppliers are evaluated and categorized as A, B, or C based on their performance scores. Rewards and punishments are used to incentivize supplier performance and improve relationships. The current evaluation procedure is being updated to include bid price analysis and improve collaboration between procurement and vendor teams.
This document compares the semiconductor industry strategies of Intel and ARM. It outlines their business models, metrics, competitive advantages, and how each may adapt to emerging trends. Intel focuses on vertical integration and manufacturing leadership. ARM specializes in licensing chip designs and has a large ecosystem of partners. Both will face intensifying rivalry as their areas of dominance expand across new segments like Internet of Things, mobile, cloud computing, and data centers.
This document provides an approach for analyzing a supply market and adding value to customers through that analysis. It outlines performing a PESTEL analysis of the political, economic, social, technological, environmental, and legal factors impacting the supply market. It also describes analyzing the supply market using Porter's 5 Forces to understand suppliers, buyers, substitutes, new entrants, and competitive rivalry. The goal of this supply market analysis is to reduce costs, identify global sourcing opportunities, improve supplier relationships, and realize value through benchmarking suppliers.
This article discusses how purchasing managers can adopt a more strategic approach to managing suppliers and supplies. It outlines a four phase process for classifying suppliers based on profit impact and supply risk. This allows purchasing managers to differentiate between supplier types and tailor strategies. The four phases include classifying supplies, analyzing supply markets, strategically positioning supplies based on the classification, and developing action plans to strengthen organizational structures, systems, and staff to support the strategic supply management approach. Adopting this strategic perspective helps companies better guard against supply disruptions.
This document discusses supply market analysis and two frameworks - Kraljic's Supply Positioning Model and the Supplier Preferencing Model. Kraljic's model analyzes supply categories based on profit impact and supply risk to determine appropriate buyer strategies. The Supplier Preferencing Model analyzes suppliers based on the value of the buyer's account and the attractiveness of that account. These models help buyers analyze their supply base and determine appropriate relationships with different suppliers.
The document discusses talent acquisition's role in workforce planning. It outlines several strategic HR pillars including smart growth, developing a full talent pipeline, employee mobilization, and building a purpose-driven culture. It then presents a case study on addressing key capability gaps through operating model changes and tailored hiring and assessment processes to strengthen regions impacted by attrition. Hiring ahead of losses and customizing models by region are emphasized as strategic workforce planning tactics for the talent acquisition team to address needs.
The document discusses the Tata Business Excellence Model (TBEM) framework for achieving business excellence and world-class performance. It outlines the seven categories of TBEM including leadership, strategic planning, customer focus, measurement and analysis, workforce focus, process management, and business results. It also discusses using TBEM to develop strategies, deploying through key business processes, and continuously evaluating and improving to close gaps.
Leading companies are exploiting their supply chains to outperform competitors. Collinson Grant assesses the value they create and makes recommendations for improvement. This presentation gives an outline of our approach to redefining processes and structures to eliminate costs, harmonising systems and technologies to exploit synergies, and generating transformational change.
Customizing the Finance Shared Services Model to align with Organization Obje...Kenny Ong
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The document discusses implementing a balanced scorecard approach at a client's firm. It describes challenges the client previously faced around strategy execution and measurement. It then details the goals sought in implementing a balanced scorecard, including aligning operations with strategy and facilitating strategic learning. Lessons learned from the client's implementation included establishing cause-and-effect linkages between objectives and ensuring balance between leading and lagging indicators.
The document introduces the Alignment by Design methodology for organizational effectiveness and excellence. It discusses challenges in the modern business environment and the need for new approaches. The methodology is based on six principles: value creation/sustainment, process-based management, synergy, optimization, envisioning. It presents a conceptual model addressing strategic goals, alignment, process management, performance assessment, and improvement. The goal is to continually create optimal value for stakeholders through strategy, process management, and performance improvement initiatives.
Bridge Knowle "YEAR END PERFORMANCE APPRAISAL" WorkshopKenny Ong
Bridge Knowle "YEAR END PERFORMANCE APPRAISAL" Workshop
November, KL
• Know the Importance of planning, preparing, and structuring the performance appraisal
• Learn how to listen, question and give clear and specific feedback
• Handle performance problems and sensitive issues effectively
• Review performance objectives so you can provide specific feedback describing the gap between expected and actual performance
• Avoid common pitfalls when conducting the appraisal
• Create Individual Development Plans with your staff
• Monitor and review progress of objectives and development plans between review meetings
• Develop your feedback skills to motivate staff between appraisal meetings
The document summarizes the key aspects of using a balanced scorecard approach to drive excellence and performance in an organization. It discusses the four perspectives of a balanced scorecard - financial, customer, internal business processes, and learning and growth. It provides examples of key result areas and metrics that can be used for different roles like project manager, senior project leader, and project leader to evaluate performance across these four perspectives.
The document discusses how to align business and human resource strategies. It recommends:
1) Analyzing business drivers like competition and technology changes to craft an effective people strategy.
2) Creating a value creation paradigm where the organization first serves customers and shareholders to distribute wealth.
3) Aligning performance metrics, talent management, leadership, and capabilities to business priorities like growth, cost reduction, or customer service.
4) Proactively managing talent, developing leaders, and changing organizational design and culture to support business strategies.
5) Measuring HR effectiveness using ROI and focusing on speed, customers, technology, performance, and wealth distribution.
The document provides an overview of business architecture and its benefits. It discusses how business architecture can be used to (1) provide clear rationales for doing business architecture, (2) provide a filtered set of business architecture models, views and uses to mitigate project and analysis risk, and (3) suggest a staged execution model. The document then covers various topics related to business architecture including standards, blueprint models, the blueprint lifecycle, technology impact, and how to focus on getting the biggest bang for efforts.
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Tech-inn Solution Limited (TISL) is a 50:50 joint venture between TATA Industries and Innovative Solutions Inc. headquartered in Pune, India with total annual revenue of Rs. 450 Cr. TISL provides automation and control solutions, products, systems, and services to industries, buildings, government, and defense establishments through various strategic business units. TISL's vision is to be a global leader in knowledge and innovation combining technology to create value for stakeholders, while its mission is to enhance productivity, comfort, and safety through continuous learning, technology, and people investments.
The document discusses operational excellence from several perspectives:
- It is defined as a business strategy focused on delivering quality, price, and ease of purchase and service better than competitors.
- Achieving it requires implementing an integrated business execution system with four building blocks: strategy deployment, performance management, process excellence, and high performance work teams.
- Strategy deployment is the process of aligning business strategy with execution, which is often visualized using strategy maps or Hoshin Kanri matrices.
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The Balanced Scorecard was introduced in 1992 as a performance measurement framework that monitors an organization's performance toward strategic goals. It gives managers a comprehensive view across financial, customer, internal process, and learning & growth perspectives. The document then provides examples of how Philips, Unified CallSoft, and Zenith Systems implemented Balanced Scorecards to address various issues and improve performance alignment, transparency, and strategic focus.
This document discusses various approaches to measuring supply chain performance, including the Balanced Scorecard, SCOR model, Logistics Scoreboard, activity-based costing, and economic value added. It provides examples of performance measures that can be used across different areas of the supply chain, including customer service, processes, purchasing, manufacturing, logistics, administration, and marketing. Key frameworks like the Balanced Scorecard emphasize the importance of using a mix of financial and non-financial metrics to evaluate performance from multiple perspectives.
This document discusses how human resource development (HRD) can serve as a business partner. It outlines the major success factors for HRD as the "Evergreen Project" identified - having a clear strategy, flawless execution, a performance-oriented culture, and a flexible organization structure. It also discusses having talent retention, leadership, and innovation as secondary factors. Examples are provided from companies like PayPal, Pfizer, and Carsem on how they implemented these factors through practices like lean manufacturing, culture change initiatives, and restructuring. The document concludes by acknowledging researchers who studied these success factors.
The Path Forward: Getting started with Analytics QuotientJulie Severance
The document discusses strategies for achieving success with business analytics. It introduces the concept of an Analytics Quotient (AQ) which measures an organization's analytics maturity. It describes the four stages of AQ maturity - Novice, Builder, Leader, and Master. Higher AQ organizations are found to outperform others. The document recommends measuring an organization's current AQ, addressing key strategy perspectives like people, process, and technology, and implementing an Analytics Center of Excellence to organize strategies and raise the AQ to the next stage of maturity.
The document discusses whether the traditional IT department is still relevant given changes in technology and business needs. While technology is now ubiquitous and "shadow IT" has become common, the author argues the IT department is not dead but must change to better serve the business. Specifically, IT must become more business-centric, user-centric, agile, and focus on commercial expertise and value. Strong leadership will also be key to transforming IT's culture and role within the organization.
Mike Shaw discusses how IT can help businesses facing digital disruption. He outlines how digital disruptors operate using minimum viable products, public experimentation, and continuous innovation. Disruptors use mobile/wearable apps, data science in products, and hybrid/fluid apps. Shaw argues IT needs a "two-speed" model with reliable core IT and more agile fluid IT. Fluid IT focuses on continuous innovation, hybrid apps, data science/big data, and engaging customer experiences across devices. Core and fluid IT must cooperate in areas like service brokering, APIs, continuous delivery, and protecting all data and apps.
The document discusses banning the concept of internal customers within an organization. It argues that viewing other departments as customers leads teams to focus on internal politics rather than the actual external customer. It advocates creating a joint digital team with a single budget focused on customer and company benefit. This streamlines prioritization and allows staff to innovate freely to meet customer needs. The key takeaways are to remove internal customers, focus on the real external customer, prioritize based on customer and company value, and empower teams to innovate.
The document discusses how digital disruption is transforming enterprise IT architectures to be more user-centric and interconnected. It describes the challenges of aging infrastructure, more data and users/devices in more places. To address these challenges, the document proposes an Interconnection Oriented Architecture (IOA) that interconnects people, locations, clouds and data using a hub-based model with performance, ecosystem and data hubs to optimize user experience, bandwidth costs, multi-cloud access and analytics.
The document discusses the IT challenges of supporting Royal Ascot, a major horse racing event in the UK. It outlines:
1) The scale of the event with over 300,000 visitors generating over £68 million in revenue and requiring extensive IT infrastructure to support operations.
2) The process of engaging stakeholders, suppliers, and contractors to design, install, deploy, test and support over 200,000 square meters of WiFi coverage, 500,000 betting visits, 1300 IPTVs and other systems for the event.
3) The results of these efforts which enable the successful hosting of the valuable race meeting viewed in over 200 countries.
CIO Event - Big data, open data and telepathy: building better places to live...Global Business Intel
Big data, open data and telepathy: building better places to live, work and travel
Presented by: Rick Robinson, IT Director, Smart Data and Technology, Amey
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This document summarizes the revolutionary business model of Stella & Dot, a social retail company that sells fashion accessories through a network of independent stylists. Stella & Dot stylists can earn up to $600 per month hosting weekly trunk shows and receive 25-35% commission on all sales, as well as discounts on products. The company emphasizes empowering stylists and creating a culture of community to drive customer loyalty and sales.
This document discusses integrating digital strategy across an organization. It emphasizes that digital must be customer-centric and aligned with business goals. It highlights the importance of integrating customer service across digital channels like social media. It also addresses developing a comprehensive content strategy and future-proofing the digital strategy for emerging technologies. The document provides a framework for presenting a digital strategy to others using an executive summary, background, action plan, and being prepared to address surprises.
The document discusses how businesses can better leverage social media for B2B purposes, outlining key questions about relevance for businesses and how to influence prospects through social. It provides tips on powering up a company's social media presence, including securing senior level engagement, developing an employee advocacy content plan, optimizing distribution, and measuring social media effectiveness and ROI. The document also makes three predictions about the future of social media in business.
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Modern marketing involves attracting potential customers through content, capturing their information through calls-to-action on websites and in emails, nurturing leads through automated email programs tailored to where prospects are in their buying journey, converting qualified leads to customers with sales intelligence tools, and expanding relationships through advocacy programs and customer lifecycle marketing. The new buyer's journey is more self-directed online, so integrated marketing and sales are key to moving prospects through the funnel and retaining existing customers.
The document discusses the City of London Corporation's review of its facilities management contracts and operations. It notes that the review was initially prompted by the need to make efficiencies, but has evolved to focus on developing a more customer-centric service delivery model. The new model aims to (1) prioritize end-user needs, (2) allow flexibility in contracted services, (3) enhance measurement of supplier performance, and (4) define roles more clearly to improve employee satisfaction while meeting business requirements. The review also examined consolidating suppliers but recognized that different approaches may be needed depending on factors like cultural fit and value for money.
FMP Event - What does Property do for your Business? - Trevor Routledge Global Business Intel
The document summarizes Trevor Routledge's presentation at the FMP Conference on the role of property in supporting business objectives. It discusses how Routledge helped optimize Mondelez International's real estate strategy through several key roles and initiatives, including integrating acquisitions, designating property as core or non-core, and reforming real estate processes on a global scale. Routledge emphasizes developing relationships, continually understanding changing business needs, and aligning property strategies with the overall mission and goals of the company.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
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United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
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2. Encouraging the development of leading edge thinking and
best practice in all areas of the supply chain, logistics and
transport
Facilitating the development of personal and professional
excellence
Raising the profile of the profession
Providing relevant services to members and employers
CILT – the professional body for everyone in supply
chain, logistics and transport
6. A Division of Connect Group PLC
Typical Supply Chain Vision
At all times provide the business with a
competitive advantage through best-in-class
performance in Service, Cost and Inventory
by utilising the right Processes, employing
skilled People and have best practise
Systems.
6
7. A Division of Connect Group PLC 7
Vision to “Mission”?
The question to ask is what does it mean to fulfil the vision?
The Supply Chain Five “A”'s
Aligned (to business and customer requirements)
Affordable (be cost competitive)
Agile (react in a controlled way to change)
Accurate (fact driven with one version of the truth)
Adaptable (can change mode of operation flexibly)
But what is the Mission?
8. A Division of Connect Group PLC
Why Value Chain and Not just Supply Chain?
• Supply Chain:
• For a distribution business it is all about product flows, costs, service and
inventory.
• It looks to optimise those parameters with input from other functional areas, but
not necessarily integrated with other functional plans.
• Focus on Cost, Cost and Cost (and perhaps a bit on inventory too).
• It is both an input to the business strategy and an output from it.
• Value Chain:
• It is all about where the Value is generated, or lost, in the processes between
Suppliers, the Business and its Customers.
• It directly involves Supply Chain, Trading and Commercial Functional areas
supported by Finance, HR and IT.
• Focus is on optimising Contribution and minimise Total Cost to Serve.
• It informs the overall business strategy.
9. We need to understand
what value is required
and control its delivery...
In order to be able to
sustainably improve and
innovate our offerings…
CONTROL:
Right First Time
IMPROVE:
More Rights
INNOVATE:
A Better Right
Develop Data and
Process conformance
Improve E2E Value
Chain Performance
Create New Levels of
Business Performance
UNDERSTAND:
Why isn’t it Right?
What’s really going
on?
What should we focus
on?
Understand, Control, Improve, Innovate…
10. Enabling Structures:
Organisational, Physical, System
PEOPLE
Empowered, Engaged
& Educated to be ‘T’
Shaped
PROCESSES
Effective, Integrated,
Compliant, Appropriate
& Superior
STRATEGY
Clear, Customer
focused, Actionable,
Communicated
Own and are
Responsible for
METRICS
Aligned, Integrated,
Compelling, Visible
Driving the behaviours of
DATA
Accurate, Timely,
Owned Master and
Transactional Data
Aligned to and measuring the success of
Delivered by Executing Measured by
Enabled by
Driven by
CULTURE
High Trust, Value Driven, Focused on Organisational Success and Continuous Improvement
The 7
Keys
Drives the
reporting of
SYSTEMS
Integrated
Planning, Execution
and Reporting
Aligned Integration (TM):
7 Keys to Organisational
Greatness (c) Sean Culey
Measuring Conformance to
Measuring the
integrity of …
16. Enabling Structures:
Organisational, Physical, System
PEOPLE
Empowered, Engaged
& Educated to be ‘T’
Shaped
PROCESSES
Effective, Integrated,
Compliant, Appropriate
& Superior
STRATEGY
Clear, Customer
focused, Actionable,
Communicated
Own and are
Responsible for
METRICS
Aligned, Integrated,
Compelling, Visible
Driving the behaviours of
DATA
Accurate, Timely,
Owned Master and
Transactional Data
Aligned to and measuring the success of
Delivered by Executing Measured by
Enabled by
Driven by
CULTURE
High Trust, Value Driven, Focused on Organisational Success and Continuous Improvement
The 7
Keys
Drives the
reporting of
SYSTEMS
Integrated
Planning, Execution
and Reporting
Aligned Integration (TM):
7 Keys to Organisational
Greatness (c) Sean Culey
Measuring Conformance to
Measuring the
integrity of …
17. Phase 0
Understand
Current AS-IS
Situation
Understand current
business
environment
Clarify current
processes, systems
and performance
levels
Establish cultural
strengths and
weaknesses
Understand key
issues and first cut
potential solutions
Map issues and
solutions against
SCOR model
Feedback findings
to Group, discuss
and completed AS-
IS SCOR Model
Phase 1a
Define Value
Chains &
Competitive
Strategies
Leadership
Workshop:
Define Value
Creation Model
Undertake Value
Chain Definition
and Product /
Customer Mapping
Define Value Chain
competitive
strategies
Identify Value
Chain KPIs using
SCOR
Map current
performance
versus target
Perform Rough Cut
Value Chain
Strategic Analysis
Value Chain SWOT,
PESTLE &
Competitor
analysis
Phase 1b
Validate
Financial
Opportunity
Data Analysis:
Verify SCOR KPI
levels
Verify Value Chain
Strategic Analysis
Complete Value
Chain profit
analysis
Analyse VC
Inventory and
Cost-to-Serve
Leadership
Workshop:
Analysis results of
data analysis
Select Customers
& products to focus
on
Identify service
performance
levels, T&C's and
gap to Fill
Prioritise Value
Chains
Select Value Chain
Pilots
Phase 2
Design the
Future Value
Chain
Integrated Team
Workshop 1:
Clarify and
Communicate
Approach
Establish Value
Chain Team
Create future state
end-to-end process
flow
Define Impact on
Strategic KPI
Define activity's
roles and
responsibilities
(RACI)
Define Rules and
Behaviours
Define Data
requirements
Phase 3
Design the
Performance
Control
System
Integrated Team
Workshop 2:
Define Short, Medium
& Long Term Planning
Processes
Define the Process,
Data & Behaviour
Conformance Metrics
(KCI)
Define the Process
Performance Metrics
(KPI)
Define the Business
Performance Metrics
(BPM)
Define the VC
Management
Processes
Design Daily IBE
Meeting
Design Weekly IBM
Meeting
Design Monthly IBP
Meeting
Design Organisational
Structure and
Resource Review
Phase 4
Develop CI
Roadmap
Define solutions
needed to implement
the VC Approach
Align solutions to
original issues to
ensure completeness
Group Solutions in
Projects
Undertake effort /
impact analysis per
Project
Agree Project
Ownership
Create Project Portfolio
Matrix
Complete Project
Implementation
Roadmap
Phase 5
Ensure
Executive
Support and
Launch
Review with key
stakeholders and
allocate resources
Develop Training and
Education
Requirements
Perform
Executive Review
Establish Supply Chain
Network and Stock
Profile for Value Chain
Agree Targets and
Checkpoints
The Five Phases of Strategy Development
19. WHY?
Strategic Direction
Value Creation Model
Value Proposition / Statement
Value Model Definition
Value Chain Strategic & Market
Analysis
Value Chain Profit Analysis
Pilot Value Chain(s)
Value Chain Strategy
Strategic KPI’s
Performance Target
Set direction, create focus,
determine targets
HOW?
Consider the Planning and
Management of the Strategy(s)
WHAT?
HOW?
Integrated Planning & Management
Value Chain E2E Process Flow
Value Chain E2E Performance
Measures
Value Chain Process Map
Value Chain Network
Value Chain Performance Control,
Communication and Governance
Value Chain Organisation
Roles & Responsibilities
Align, Integrate, Plan,
Improve Operations
WHY?
(Outputs and direction from Strategic
Sessions Reviewed, Analysed and
Understood)
HOW?
(Outputs and direction from Planning
& Management Sessions Reviewed,
Analysed and Understood)
WHAT?
Integrated Execution
Daily Control Mechanisms
Process and Data Conformance
Role Clarification
Visible Dashboards
Purposeful Engagement
Waste Identification & Elimination
Execute & Control Daily
Operations,
Conform to Plan
WHY?
(Outputs and direction from Strategic
Sessions Reviewed, Analysed and
Understood)
WHAT?
Consider how the processes will be
executed on a daily basis
Executive Team
Strategic Focus and Direction
Management Team
Planning & Improvement
Operational Team
Excellence in Execution
%TimeDedicatedBringing it together: Creating an Aligned, Integrated & Engaged Organisation
20. Business
Activity Maps
Value Chain
Activities and
Measures
Value Chain
Management
Value Chain
Results
Key
Performance
Metrics
Key
Conformance
Metrics
Performance
Dashboard
Roles and
Contributions
Aligned &
Integrated
Roles
Aligned VC
Metrics
Aligned &
Integrated
Measures
Aligned &
Integrated
Functions
Performance
Control
Meetings
End to End Value Chain Swimlanes
Functional
Contribution
Statement
Aligned &
Integrated
Management
Integrated
Plans,
Actions and
Message
Value Chain
Strategy
Reliability
Customer Experience
Profitability
Aligned and Integrated Value Chains
Value Chain
Objectives
and Goals
Value Chain Segmentation
Move from Meeting Expectations to Customer Delight
Improve Service, Reduce Waste, Grow Revenues and Market Share
21. Political Economic Social Technological Legal Environmental
Ring-fenced
education
budgets to
maintain
spend in real
terms
Back to basics
pens and
pencils - part
of Gove
strategy
Academies
trend likely to
continue
Extension of
lifetime
education
window (e.g.
16-18)
Likely that
spending per
pupil remains
stable
Free school
meals likely to
drive
opportunity in
catering
Early Years
and care likely
to be more
sensitive to
faster
economic
growth
Exchange rate
fluctuations
for overseas
sourced
products
Population
boom in
primary
schools
driving spend
per pupil
Concentration
in urban areas
Increased
multi-
culturalism
E-commerce
Tablet
proliferation
New ICT
curriculum
Social media
Increased
parental
empowerme
nt through
technology
3D printing
and mass
customisatio
n
PSBO
status?
Increasingl
y litigious
society
increasing
child
safeguardin
g
OFSTED
requiremen
ts
CH&S
legislation
CSR credentials
/ Ethical
sourcing /
Green miles
increasing
energy prices
increasingly
looking for
alternative
renewable
energy
Disposable of
hazardous
products
Recycling
packaging
Ethical sourcing
Increase in
overseas input
costs (e.g.
China) and
potential to
reshoring
Increased
pressure on
global shipping
infrastructure
Negative Impact Positive Impact Exploitation Action
Increased use of technology
drives lower need for traditional
products (pens, paper)
Greater price transparency due
to technology
Decreased barriers to entry for
large competitor (e.g. Amazon)
Population boom
PSBOs have to account for
pensions/stock holdings in line
with private sector (e.g. more
commercial)
Growth opportunities in ICT
Growth opportunities in
OFSTED compliance
Less complex / international
supply chain
Link our products to OFSTED
improvement
Increase focus on local/near-
shore manufacturers
Improve ICT proposition
Ahead of the game to cater for
greater multi-culturalism
Estimated Impact of External Factors
Competitor
Name
Competitor Strength
(Neutralize)
Competitor Weakness
(Exploit)
Business Opportunity
Findel Breadth of offer (i.e. Specialist SP/SC/SEN)
Sainsbury Type Scheme
Replicable
Brand recognition } UK
Overseas channels } International
Trade Channels
Scale
Low strategic emphasis of parent company
investment
IT Platform at GLS
Product marketing
No loyalty scheme
Employee Engagement
Customer Service
Short Termism
Marginal "true" profit
Damaged reputation for service
Loss of Sainsbury’s
Take contracts
Discount and win using price in their core
area.
Buy them!
Bid Sainsbury’s
Scotland } Investment in
London } headcount
NI }
PSBO (not
KCS)
Loyalty
One of us
Compliant with EU
Services and Products
More relevant (Bursar)
Price
Loyalty Payments
Integrated to back office
Lack of investment Capital Investment
Lack of innovation
Service
Price not quantity
Uncertain future -
State Aid
Lack agility (aim
Can only address public sector - early years /
care
Intl
Cannot discount
Legal / choice
Political lobbying
Influencing owners regarding selling out
Understanding law
- EU
- UK & state aid Teckal
We can invest in our offer - web / service
/ loyalty
Price Repositioning
Sales coverage / CRM / marketing
Own brand
Kent or
L.A.T.C.
Per PSBO
Commercial View
In the private sector
Adjacency to London
Brand - London
New warehouse S.A
New warehouse Capacity
Competitor Conditioning stop us focussing
on them
Capital structure
-Peak / Cash
-Pensions
-Shared overheads
Stable
Not national brand
Lack Innovation - web
- product / range
Buy them
Aggressive trading - discount / FY14 Peak
Hire their sales team
TTS Eys Presence
Strong Promos
Product Exclusivity
Linkage to the curriculum and appeal to
teachers KS1 & KS2
Stable parent company in Education
National and International
Brand awareness
Poor service
Lack of offer to secondary school
Lack of commodity offer
BME web/etc.
Just DM v limited field sales
Buy them
Win LG contracts i.e. Gems
Become "specialist" EYS KS1 & KS2
Local / Small
Operations
WPs,
Wescare
Local relationships
Same day service - Local stock
Personal service
Low Overheads
Tactical/Low Prices
Order Scheduling
Locations replo Caretaker
Limited range
Reliance on DD to market
Offers a full range
Buying T?? Outside core paper & "C+J"
Offer S.D.D close to TR/SW
Aim guaranteed "step change"
Track & acquire Best Operator
Tailor an offer
Amazon Brand
Breadth of Range
Price/Customer Base
e-commerce offer
e-commerce leadership
Delivery
Not focussed on Education or care
Lack of range Authority
low share in Education or Care
Not a place where teachers look - no
catalogue
No loyalty process
No credit
Improve e-commerce offer
Build here stop being Commoditised
Teachers
Utilised their market share for BSC
Viking/OD or
Lyreco,
Bunzl,
Banner
Price
Scale Buy Price
Specialist in Stationery, C&J
Service "to desk"
EU Compliant framework to SEU??
Breadth of range
Lack of special outside C&J Stat
Not educationally focussed
Serve Multiple segments
Focus on our specialism in education or
care
EXTENAL INFLUENCES – Competitors, PESTLE
22. PRIMARY SECONDARY
Winner
Meets Unspecified
Desires
&
Creates Evangelism
Auto price match
School late next day delivery
Quality exceeds expectations
Auto-compliance (paperless system - no
audit)
Integrated order solutions
Suggested order forms (based on order
history)
'Wow' loyalty scheme
Forums / teaching consultants
Customisation 'surprise'
As primary, but with focus on…
VMI / Consignment resource hubs
Integrated e-commerce solution
(favourites, basket sales, workflow
through to approval etc.)
Forum for teachers etc.
Proactive price leadership
Loyalty based pricing
Attractor
Meets Desires
&
Creates Loyalties
Best value
Slotted Delivery
High quality & durability
Guided best value
Management Information - showing buying
patterns etc.
Product Recommendations
Curation of range (range rationalisation)
Rewarded for loyalty (biscuits)
Lesson plans
Customisation as requested
As primary, but additional focus on:
Curriculum planning
Better understanding of their school /
region (Ofsted reports, demographics,
future requirements)
Qualifier
Meets Expectations &
Creates Satisfaction
Competitive Price
On time / in-full free delivery
Fit for purpose / Safe
Accurate paperwork
Simple problem resolution
Ease of multichannel ordering
Ease of indexing and search
Not missing out (loyalty)
Support materials
Competitive Price
On time / in-full free delivery
Fit for purpose / Safe
Accurate paperwork
Simple problem resolution
Ease of multichannel ordering
Ease of indexing and search
Not missing out (loyalty)
Support materials
The Customer Hierarchy of Needs
Education Consumables
23. Strategic Supply Chain and Commercial focus of
each Value Chain…
We have identified 3 main supply chains across the 13 value chains
24. How The Value Chains map to Key Segments
Key customer segments
maps to the individual
Value Chains through the
service propositions for
each of them and based
on current performance
will be targeted in
different ways to achieve
the right results.
25. SCORcard refreshed with Real Performance and Financial Data
Estimated Parity Req
Level Current Gap Gap
Reliability Perfect Order Fulfillment [Total Perfect Orders] / [Total Number of Orders] x 100% S 80% 84.10% 80.0% 85.0% 93.0% -4.1% 9.9%
Responsiveness
Order Fulfillment Cycle Time
(Lead Time in days)
[Sum Actual Cycle Time for all Orders Delivered] / [Total
Number of Orders Delivered] in Days
A 3 3 2 1 0.0 -1.0
Agility
Ups. Supply Chain Agility (in
days)
The number of days required to achieve an unplanned
sustainable 20% increase in quantities
delivered.
P 0.0% 0.0%
Cost Total Cost to Serve
Planning Cost +
Sourcing Cost +
Material Landed Cost +
Production Cost +
Order Management Cost +
Fulfilment Cost +
Returns Cost +
Cost of Goods Sold
A 0.0% 0.0%
Assets Return on Working Capital
Return on Working Capital = ([Supply Chain Revenue] –
[Total Cost to Serve]) / ([Inventory] + [Accounts
Receivable] – [Accounts Payable])
P 0.0% 0.0%
Service
Gap
Revenue Profit Service Revenue Profit
Value in Achieving Parity Value in Achieving Superiority
Calculation SuperiorAttribute Metric (level 1)
Actual
Current
Parity Adv
26. Project Portfolio Matrix – Effort and Impact Overview
Project Portfolio Matrix
LOW MEDIUM HIGH
HIGH
HIGH
MEDIUM
MEDIUM
LOW
LOW
LOW MEDIUM HIGH
IMPACT
EFFORT
IMPACT
EFFORT
P05
P03
P02P01
P08
P07
P06
P15
P14
P13
P12
P11
P20
P19
P18
P25
P23
P22
P21
P30
P29
P28
P27
P26
P35
P34
P33
P32
P31
P38
P37
P36
P45
P42
P41
P50
P48
P47
P46
P51Quick
Wins
Sponsored
Projects
Consider
Carefully
!!
27. Develop an Aligned and Integrated Roadmap to move the
business forward as one
Quick
Wins
New Ways
of Working
Sponsored
Solutions
Long Term
Innovations
/ New Business
Models
EFFORT
IMPACT
High
Low
HighLow
Quick
Win Projects
New Ways
of Working
Sponsored
Solutions
Long Term
Innovations
/
New
Business
Models
Define
Solutions
Group
Solutions
into
ProjectsAlign to
Identified
Issues
• New Channels
• New Systems
• New Strategies
• New Business Models
• System ,
Enhancements
• Network Redesign
• Website
Enhancements
• Business
Intelligence
Improvements
• New Partners
• ‘Stop Doing’
activities
• Process & Data
Conformance
improvements
• New roles &
Responsibilities
• New Planning
Processes
• New Reports
• New Management
meetings
• New Operational
Reviews
• New
Communication
Structures
29. “To be the preferred supplier in our chosen markets, knowing our customers always choose us, because
we have what they want, we make buying easy and we understand them better than our competitors”.
Deliver 3 Year Plan
(Profitable Growth)
Make Buying Easy
Have What The Customer Wants,
When They Want It
Understand Our Customers
better than the Competition
Become Customers First Choice
Increase
Annual Sales
Revenue to ‘x’
Reduced ‘Cost
to Serve’
Increased
Return on
Assets
Marketing ROI
Own Brand
Sales Revenue
# Classroom
Partnerships
Net Promoter
Score
# and % of
Complaints
Increase in E-
Commerce
Orders
Site Visit Order
Conversion %
Perfect Order
Fulfilment
# Customers
Average Order
Value & Freq
# Orders per
Customer
Market Leading E-Commerce
Develop and Grow Own
Brand Range
Customer & Value Chain Segmentation Customer Loyalty Scheme
Classroom
Partnerships
Cost to Serve &
Profitability
Mapping
Data and Information Management
Batch
Management
Integrated
Business
Planning
SC Risk
Management
Strategy
Supplier Mgt
Improvements
Develop CRM
Strategy
Agile Pricing
Strategy
Quality
Management
Finance
Performance
Monitoring
Marketing ROI
Project
Carrier
Performance
Monitoring
Category
Management
Performance
Monitoring
Order
Management
Enhancements
E-Commerce
Strategy
Logistics
Process
Improvement
New Roles & Responsibilities – Data, Quality, Value Chain, Project & Programme Mgt, Marketing
Distribution
Network
Strategy
Value Chain
HR Strategy
Inbound
Freight
Strategy
Procurement
& Overseas
Strategy
SRM System
Implementation
System
Architecture
Improvements
Product
Barcoding
Value Chain Dashboard
Customer
Loyalty
Strategy
Marketing
Performance
Monitoring
Define and Agree Customer & Internal Business Rules
Available to
Promise
Customer Service Performance Monitoring
VC Performance Management – Daily / Weekly Meetings
Supply Planning
Performance
Monitoring
Demand
Planning
Performance
Monitoring
Logistics
Performance
Monitoring
Strategic Projects
Tactical Projects
Operational Projects
Strategic Imperatives
Business Performance Metrics
Vision
Goals
E-Commerce
Enhancements
Sales
Performance
Monitoring
Reduced #
Returns
CRM System
Single View of
the Customer
Agile Pricing
Capability
% Inquiry >
Order
Conversion
Cost to Serve
Analysis
30. Daily Service
Meetings
Process & Data
Conformance Metrics
Projected Service
Levels (ATP / Allocation
Failures)
Schedule conformance
issues
Picking issues
Inventory integrity
issues
Transportation issues
Weekly Demand
Supply Review
Process Performance
Metrics
Projected Sales
Activities
Customer Service
Performance
Demand Plan
Consumption and
Forecast Accuracy
Supply Plan Adherence
(Production and
Packaging)
Rough Cut Value Chain
Profitability / Cost-to-
Serve
Monthly
Planning Meeting
Value Chain Performance
against Target
Portfolio Review
Demand Planning
Supply Planning
Value Chain Profitability
Review
Integrated
Reconciliation
Quarterly
Strategic Review
Strategic Business
Performance
Customer Analysis
Profitability Mapping
Analysis
Competitor Analysis
PESTLE Analysis
Innovation review
NPD / NBD / NMD
Value Chain Performance Control - IBP
PLAN
DO
CHECK
ADJUST
PLAN
DO
CHECK
ADJUST
PLAN
DO
CHECK
ADJUST
31. A Division of Connect Group PLC 31
Key Learnings
1. Be clear on The Business Vision and on the “Why”.
2. Involve the right people and ignore organisational and managerial
boundaries. Pick the best.
3. Utilise the SCOR Model and use it as a framework for developing
the journey to excellence.
4. The governance model and accountabilities within it has to be clear.
5. Implementation is everything so focus on deliver, deliver, deliver.
6. Finally. Start Small and Scale up. Build your 5A SC…
“Planning is everything, but
plans are nothing in themselves”