This document summarizes the key findings of an IBM study on the challenges facing global supply chain executives. The top five challenges are supply chain visibility, risk management, increasing customer demands, cost containment, and globalization. To address these challenges, the study advocates for smarter supply chains that are instrumented, interconnected, and intelligent. Specifically, the study recommends increasing supply chain visibility through greater integration and collaboration between partners. It also emphasizes managing risks systemically and gaining customer input to build a more flexible supply chain that can adapt to cost volatility.
While sustainability is an important consideration, the given document does not mention it. The challenges discussed are cost containment, visibility, risk management, increasing customer demands, and globalization.
Introduction to ops rules transformation expertisesstein90
This document provides an overview of OPS Rules Partners' approach to operations strategy transformation.
OPS Rules Partners uses Professor David Simchi-Levi's intellectual property and operations rules framework to help clients identify supply chain opportunities and make significant business improvements by optimizing their operations strategies. They employ a multi-step process involving analyzing current operations, innovating new strategies, and transforming organizations.
OPS Rules Partners brings experienced consultants and a proprietary toolkit to help clients achieve quantum leaps in operations performance through strategic supply chain planning, risk management, and other techniques. Their goal is to create sustainable transformations by fully engaging stakeholders and ensuring cultural and organizational readiness.
Introduction to ops rules transformation expertiseMike Romeri
This document provides an overview of OPS Rules Partners' operations strategy transformation services. It discusses how OPS Rules uses the intellectual property of MIT Professor David Simchi-Levi to help clients identify supply chain opportunities and make significant business improvements by optimizing their operations strategies. The document outlines OPS Rules' methodology, which includes analyzing a client's current situation, innovating alternative strategies, and leading a transformation to implement improvements. It also describes the tools, techniques and capabilities OPS Rules employs to ensure a successful transformation, such as stakeholder engagement, governance, and driving performance through metrics.
Supply Chain Risk Management A Delicate Balancing Acthenrydao
This document discusses supply chain risk management. It begins by providing examples of supply chain disruptions experienced by various companies and the financial and other consequences. It then categorizes different types of supply chain risks and discusses how to evaluate risks based on their probability and potential impact. The document presents various quantitative models and methods that can be used for supply chain risk analysis, such as deterministic and stochastic analytical models. It also provides an example of how IBM evaluates risks in its own product supply chains.
My latest article has been published in APICS Magazine. We all know companies no longer battle other companies. More and more, it’s supply chains competing against other supply chains in the race to market supremacy.
Misalignment, which is often experienced by different silo’s/business functions, can now be methodically mapped.
TXU's fundamental business strategy is to transform into an industrial energy company focused on delivering top quartile financial performance across its three structurally advantaged businesses: generation, transmission & distribution, and retail.
TXU has significant exposure to natural gas prices and heat rates due to its large baseload coal generation fleet, which produces power at a lower marginal cost than gas plants. However, the integration of its generation and retail businesses helps reduce volatility as the businesses' margins move in opposite directions with changing gas prices.
In the mid to long term, TXU aims to continue improving operational excellence across its businesses to enhance financial performance and total returns for shareholders.
The document provides a historical perspective on supply chain management (SCM) in Thailand. It discusses how SCM has evolved from the traditional independent business model to today's more collaborative model enabled by advances in information technology. It also summarizes recent developments in SCM adoption in Thailand, including initiatives in the retail, apparel, and other industries. Key enablers of SCM like ERP systems are also discussed. Overall the document outlines Thailand's progress with SCM but notes most companies still have a long way to go to fully realize its benefits.
Moving from a Push-Based, Manufacturing Centric Supply Chain to a Pull Based, Demand-Driven Model
By Matt Tichon & Guillermo Fumero
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
While sustainability is an important consideration, the given document does not mention it. The challenges discussed are cost containment, visibility, risk management, increasing customer demands, and globalization.
Introduction to ops rules transformation expertisesstein90
This document provides an overview of OPS Rules Partners' approach to operations strategy transformation.
OPS Rules Partners uses Professor David Simchi-Levi's intellectual property and operations rules framework to help clients identify supply chain opportunities and make significant business improvements by optimizing their operations strategies. They employ a multi-step process involving analyzing current operations, innovating new strategies, and transforming organizations.
OPS Rules Partners brings experienced consultants and a proprietary toolkit to help clients achieve quantum leaps in operations performance through strategic supply chain planning, risk management, and other techniques. Their goal is to create sustainable transformations by fully engaging stakeholders and ensuring cultural and organizational readiness.
Introduction to ops rules transformation expertiseMike Romeri
This document provides an overview of OPS Rules Partners' operations strategy transformation services. It discusses how OPS Rules uses the intellectual property of MIT Professor David Simchi-Levi to help clients identify supply chain opportunities and make significant business improvements by optimizing their operations strategies. The document outlines OPS Rules' methodology, which includes analyzing a client's current situation, innovating alternative strategies, and leading a transformation to implement improvements. It also describes the tools, techniques and capabilities OPS Rules employs to ensure a successful transformation, such as stakeholder engagement, governance, and driving performance through metrics.
Supply Chain Risk Management A Delicate Balancing Acthenrydao
This document discusses supply chain risk management. It begins by providing examples of supply chain disruptions experienced by various companies and the financial and other consequences. It then categorizes different types of supply chain risks and discusses how to evaluate risks based on their probability and potential impact. The document presents various quantitative models and methods that can be used for supply chain risk analysis, such as deterministic and stochastic analytical models. It also provides an example of how IBM evaluates risks in its own product supply chains.
My latest article has been published in APICS Magazine. We all know companies no longer battle other companies. More and more, it’s supply chains competing against other supply chains in the race to market supremacy.
Misalignment, which is often experienced by different silo’s/business functions, can now be methodically mapped.
TXU's fundamental business strategy is to transform into an industrial energy company focused on delivering top quartile financial performance across its three structurally advantaged businesses: generation, transmission & distribution, and retail.
TXU has significant exposure to natural gas prices and heat rates due to its large baseload coal generation fleet, which produces power at a lower marginal cost than gas plants. However, the integration of its generation and retail businesses helps reduce volatility as the businesses' margins move in opposite directions with changing gas prices.
In the mid to long term, TXU aims to continue improving operational excellence across its businesses to enhance financial performance and total returns for shareholders.
The document provides a historical perspective on supply chain management (SCM) in Thailand. It discusses how SCM has evolved from the traditional independent business model to today's more collaborative model enabled by advances in information technology. It also summarizes recent developments in SCM adoption in Thailand, including initiatives in the retail, apparel, and other industries. Key enablers of SCM like ERP systems are also discussed. Overall the document outlines Thailand's progress with SCM but notes most companies still have a long way to go to fully realize its benefits.
Moving from a Push-Based, Manufacturing Centric Supply Chain to a Pull Based, Demand-Driven Model
By Matt Tichon & Guillermo Fumero
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
Cold Move is an Irish cold logistics company that has continued investing heavily in IT infrastructure and transport networks to provide total supply chain visibility. They are interested in partnering with food manufacturers by providing turnkey manufacturing facilities next to their distribution center for improved access to transport networks. China Price is an Irish company that facilitates outsourcing manufacturing to China by qualifying factories, managing global supply chains, and providing lower costs while meeting industry standards and client needs.
Solving For The Supply Demand Mis-Match: Strategy and Case Studykelly12504
Presented at ACS 2004 Symposium. ACS is an educational extension of APICS Region XI representing twenty-four APICS chapters from North Carolina, South Carolina
What Does the Future of Supply Chain Management Hold?: Interview with: Carter...marcus evans Network
What Does the Future of Supply Chain Management Hold?: Interview with: Carter McNabb, Partner, GRA, a consulting firm attending the marcus evans Chief Logistics Officer Summit 2013, discusses the trends in supply chain management today.
This document discusses supply chain insights and resolving conflicts. It provides an overview of a book published in August 2012 titled "The Role of Supply Chains in Building Market-Driven Differentiation". The document includes an agenda covering topics such as what is supply chain excellence, the goal, how decisions are made, and what is measured. Graphics show the impact of supply chain challenges on organizations and the evolution of supply chain processes.
The Virtual Cluster Initiative aims to enhance competitiveness by reducing dependency on physical location. It sets a framework for leveraging activities across borders through remote collaboration over internet. This allows research, business functions like R&D, manufacturing etc. to occur in different locations. It artificially creates a cluster environment to increase visibility of value chains and acquire resources at competitive prices. The initiative enhances competitiveness by eliminating geographical influences and dependencies.
Achieving excellence in production and supplyPwC Russia
В этой брошюре мы сосредоточили свое внимание на пяти вопросах, решение которых в существенной степени определяет разницу между высочайшим, удовлетворительным и средним качеством в промышленном производстве.
Supply chain management is the streamlining of a business' supply-side activities to maximize customer value and to gain a competitive advantage in the marketplace. Supply chain management (SCM) represents an effort by suppliers to develop and implement supply chains that are as efficient and economical as possible. Supply chains cover everything from production, to product development, to the information systems needed to direct these undertakings.
Richard Farquharson, Head of Supply Chain & Planning EMEA at AstraZeneca - Ma...Global Business Events
The document discusses making the pharmaceutical supply chain more effective and engaging the commercial function. It notes that currently:
1) Lead times in the pharma supply chain are long, up to 400 days, and inventory turnover is low.
2) Stock outs are unacceptable as they affect patients' lives, but historically companies have avoided them by keeping lots of inventory.
3) To engage commercial functions like marketing, operations must provide customer insights, ensure product availability, manage risk, and challenge the status quo with innovative ideas that help drive sales and brand value. Both operations and commercial functions are essential to building effective, efficient future supply chains.
Counteracting complexity in the Telecommunication industryOliver Budde
1. Incumbents in the telecommunications industry face increasing complexity from changes in their operating environment, including organizational, technical, and device convergence as well as more individualized customer needs.
2. In response, companies have expanded their product offerings, but this has led to higher costs associated with developing complex bundles and tariffs, training customer service agents, and integrating varied IT systems.
3. To effectively manage this increased internal complexity, an integrated management approach is needed that addresses challenges across product development, business processes, and IT support through strategies like lifecycle portfolio management and customer needs management.
This document discusses matching supply with demand by considering both the volume and variability of demand for products. It proposes analyzing demand through a volume-variability profile to classify products into categories. Manufacturing and distribution strategies are then aligned based on this profile. Considering both factors can help minimize inventory levels while maintaining customer service.
CMC has extensive experience executing large IT projects for Indian Railways. Key projects include IMPRESS for computerized passenger reservation, FOIS for freight management, and ARTS for unreserved ticketing. These projects required developing robust, scalable solutions; implementing across thousands of remote locations; and ensuring high uptime. CMC successfully delivered complex turnkey projects for Indian Railways on time by developing secure, reliable systems using multiple technology platforms.
Chemical Management Services (CMS) is a strategic, long-term relationship where a customer contracts with a service provider to manage their entire chemical supply chain and related services. This aligns incentives to continuously reduce costs, risks, and environmental impacts through optimization of chemical usage and processes. CMS providers deliver benefits like lower purchase and management costs, improved operations and compliance, reduced chemical waste, and savings of 5-30% of chemical costs in the first year growing to 30-60% over 5 years. CMS is an emerging best practice adopted in many industries and sectors.
11. Requirements Of An Erp Enterprise Erp ModellerDonovan Mulder
The document discusses the requirements of an enterprise resource planning (ERP) enterprise modeler for optimally managing the fashion industry supply chain. It first provides background on the shift from push to pull supply chains and the benefits of supply chain integration. It then outlines that ERP systems have evolved as strategic tools for supply chain integration. The document also notes that while ERP adoption can enable integration, implementation is critical and can fail without proper business process reengineering. Finally, it describes forming an expert panel to identify the key features needed in an ERP enterprise modeler tailored specifically for the fashion industry.
The document discusses supply chain management and its importance for competitive advantage. It outlines the key components of an organization's supply chain including material providers, plants, distributors, retailers, and consumers. Effective supply chain management can lower costs and increase productivity, creating advantages over competitors. The document also discusses how logistics and supply chain efficiencies can provide long-term competitive benefits through cost optimization without affecting consumer value. Overall, the document emphasizes that world-class companies use supply chain management to lower total costs by 3-6% of revenue compared to average companies.
Performance Improvement of Fashion Industry Through the Supply Chain Collabor...SannidhiJoshi
o Understand the meaning of ‘Supply Chain Collaboration’ and to what extent is it applied in fashion industry.
o Investigate the key areas where collaboration may benefits the fashion industry.
o Analyse the barriers of effective Supply Chain Collaboration in 21st Century.
o Evaluate whether the project management methods are applied in the supply chain in fashion industry, and which methods are the most popular ones.
Supply chain migration from lean and functional to agile and customisednixianshi
This document discusses the differences between lean and agile supply chains. Lean focuses on efficiency and eliminating waste to lower costs, while agile focuses on flexibility and responsiveness to customer needs. Agile supply chains aim to provide the right product at the right time, making availability the top priority over cost. The automotive industry is used as an example of a lean manufacturing process that is not agile in its overall supply chain, as inventory levels remain high. To be truly responsive requires elements of both lean and agile approaches working together in a hybrid model.
Mr. Salah Al Kharraz - supply chain a business or a servicekuwaitsupplychain
The document discusses whether supply chain is a business or a service. It provides definitions of a business and service, then outlines the evolution of supply chains from the creation era to the current specialization era. The document uses Equate Petrochemical Company and Walmart as examples to illustrate key supply chain functions and how integrated supply chains are managed as businesses, not just services. It concludes that while supply chain involves the movement of commodities, an integrated supply chain should be considered a business due to its focus on customer service and key performance indicators to differentiate itself in the market.
Supply Chain Modeling with REA by Anders Hessellund IT University of CopenhagenDemetrius_Gallitzin
Lack of transparency and integration between different tiers in supply chains prevent
companies from realizing the large economic benefits of their collaboration. Several
standards are being developed in parallel but there is still no consensus on a general
inter-organizational modeling approach to solve these problems. In this paper we
propose the Resource-Event-Agent (REA) model as such an approach. By extending
and implementing the model we show that REA can represent SCM problems in a way that supports operational applications and performance measurements. Specifically, we
introduce the concept of Location and Transport in the REA ontology.
Supply Chain Performance Management with IBMIBMElectronics
IBM's white paper on Supply Chain Performance Management describes the need for effective, efficient performance management software to help drive success in today's complicated supply chains.
Supply Chain Management - Business AnalyticsSOURABH1607
The document discusses supply chain management and analytics. It defines supply chain management as designing, planning, executing, controlling, and monitoring supply chain activities to create value and gain competitive advantage. Supply chain analytics refers to streamlining business supply-side activities to maximize customer value.
The document then lists several supply chain metrics and analytics tools, including warehouse management systems (WMS), transport management systems (TMS), enterprise resource planning (ERP), radio frequency identification (RFID), global positioning systems (GPS), and manufacturing execution systems (MES). It explains the purpose and frequency of measurement for each tool and lists the internal and external stakeholders.
Finally, the document outlines areas of supply chain analytics like demand forecasting, inventory management
Cold Move is an Irish cold logistics company that has continued investing heavily in IT infrastructure and transport networks to provide total supply chain visibility. They are interested in partnering with food manufacturers by providing turnkey manufacturing facilities next to their distribution center for improved access to transport networks. China Price is an Irish company that facilitates outsourcing manufacturing to China by qualifying factories, managing global supply chains, and providing lower costs while meeting industry standards and client needs.
Solving For The Supply Demand Mis-Match: Strategy and Case Studykelly12504
Presented at ACS 2004 Symposium. ACS is an educational extension of APICS Region XI representing twenty-four APICS chapters from North Carolina, South Carolina
What Does the Future of Supply Chain Management Hold?: Interview with: Carter...marcus evans Network
What Does the Future of Supply Chain Management Hold?: Interview with: Carter McNabb, Partner, GRA, a consulting firm attending the marcus evans Chief Logistics Officer Summit 2013, discusses the trends in supply chain management today.
This document discusses supply chain insights and resolving conflicts. It provides an overview of a book published in August 2012 titled "The Role of Supply Chains in Building Market-Driven Differentiation". The document includes an agenda covering topics such as what is supply chain excellence, the goal, how decisions are made, and what is measured. Graphics show the impact of supply chain challenges on organizations and the evolution of supply chain processes.
The Virtual Cluster Initiative aims to enhance competitiveness by reducing dependency on physical location. It sets a framework for leveraging activities across borders through remote collaboration over internet. This allows research, business functions like R&D, manufacturing etc. to occur in different locations. It artificially creates a cluster environment to increase visibility of value chains and acquire resources at competitive prices. The initiative enhances competitiveness by eliminating geographical influences and dependencies.
Achieving excellence in production and supplyPwC Russia
В этой брошюре мы сосредоточили свое внимание на пяти вопросах, решение которых в существенной степени определяет разницу между высочайшим, удовлетворительным и средним качеством в промышленном производстве.
Supply chain management is the streamlining of a business' supply-side activities to maximize customer value and to gain a competitive advantage in the marketplace. Supply chain management (SCM) represents an effort by suppliers to develop and implement supply chains that are as efficient and economical as possible. Supply chains cover everything from production, to product development, to the information systems needed to direct these undertakings.
Richard Farquharson, Head of Supply Chain & Planning EMEA at AstraZeneca - Ma...Global Business Events
The document discusses making the pharmaceutical supply chain more effective and engaging the commercial function. It notes that currently:
1) Lead times in the pharma supply chain are long, up to 400 days, and inventory turnover is low.
2) Stock outs are unacceptable as they affect patients' lives, but historically companies have avoided them by keeping lots of inventory.
3) To engage commercial functions like marketing, operations must provide customer insights, ensure product availability, manage risk, and challenge the status quo with innovative ideas that help drive sales and brand value. Both operations and commercial functions are essential to building effective, efficient future supply chains.
Counteracting complexity in the Telecommunication industryOliver Budde
1. Incumbents in the telecommunications industry face increasing complexity from changes in their operating environment, including organizational, technical, and device convergence as well as more individualized customer needs.
2. In response, companies have expanded their product offerings, but this has led to higher costs associated with developing complex bundles and tariffs, training customer service agents, and integrating varied IT systems.
3. To effectively manage this increased internal complexity, an integrated management approach is needed that addresses challenges across product development, business processes, and IT support through strategies like lifecycle portfolio management and customer needs management.
This document discusses matching supply with demand by considering both the volume and variability of demand for products. It proposes analyzing demand through a volume-variability profile to classify products into categories. Manufacturing and distribution strategies are then aligned based on this profile. Considering both factors can help minimize inventory levels while maintaining customer service.
CMC has extensive experience executing large IT projects for Indian Railways. Key projects include IMPRESS for computerized passenger reservation, FOIS for freight management, and ARTS for unreserved ticketing. These projects required developing robust, scalable solutions; implementing across thousands of remote locations; and ensuring high uptime. CMC successfully delivered complex turnkey projects for Indian Railways on time by developing secure, reliable systems using multiple technology platforms.
Chemical Management Services (CMS) is a strategic, long-term relationship where a customer contracts with a service provider to manage their entire chemical supply chain and related services. This aligns incentives to continuously reduce costs, risks, and environmental impacts through optimization of chemical usage and processes. CMS providers deliver benefits like lower purchase and management costs, improved operations and compliance, reduced chemical waste, and savings of 5-30% of chemical costs in the first year growing to 30-60% over 5 years. CMS is an emerging best practice adopted in many industries and sectors.
11. Requirements Of An Erp Enterprise Erp ModellerDonovan Mulder
The document discusses the requirements of an enterprise resource planning (ERP) enterprise modeler for optimally managing the fashion industry supply chain. It first provides background on the shift from push to pull supply chains and the benefits of supply chain integration. It then outlines that ERP systems have evolved as strategic tools for supply chain integration. The document also notes that while ERP adoption can enable integration, implementation is critical and can fail without proper business process reengineering. Finally, it describes forming an expert panel to identify the key features needed in an ERP enterprise modeler tailored specifically for the fashion industry.
The document discusses supply chain management and its importance for competitive advantage. It outlines the key components of an organization's supply chain including material providers, plants, distributors, retailers, and consumers. Effective supply chain management can lower costs and increase productivity, creating advantages over competitors. The document also discusses how logistics and supply chain efficiencies can provide long-term competitive benefits through cost optimization without affecting consumer value. Overall, the document emphasizes that world-class companies use supply chain management to lower total costs by 3-6% of revenue compared to average companies.
Performance Improvement of Fashion Industry Through the Supply Chain Collabor...SannidhiJoshi
o Understand the meaning of ‘Supply Chain Collaboration’ and to what extent is it applied in fashion industry.
o Investigate the key areas where collaboration may benefits the fashion industry.
o Analyse the barriers of effective Supply Chain Collaboration in 21st Century.
o Evaluate whether the project management methods are applied in the supply chain in fashion industry, and which methods are the most popular ones.
Supply chain migration from lean and functional to agile and customisednixianshi
This document discusses the differences between lean and agile supply chains. Lean focuses on efficiency and eliminating waste to lower costs, while agile focuses on flexibility and responsiveness to customer needs. Agile supply chains aim to provide the right product at the right time, making availability the top priority over cost. The automotive industry is used as an example of a lean manufacturing process that is not agile in its overall supply chain, as inventory levels remain high. To be truly responsive requires elements of both lean and agile approaches working together in a hybrid model.
Mr. Salah Al Kharraz - supply chain a business or a servicekuwaitsupplychain
The document discusses whether supply chain is a business or a service. It provides definitions of a business and service, then outlines the evolution of supply chains from the creation era to the current specialization era. The document uses Equate Petrochemical Company and Walmart as examples to illustrate key supply chain functions and how integrated supply chains are managed as businesses, not just services. It concludes that while supply chain involves the movement of commodities, an integrated supply chain should be considered a business due to its focus on customer service and key performance indicators to differentiate itself in the market.
Supply Chain Modeling with REA by Anders Hessellund IT University of CopenhagenDemetrius_Gallitzin
Lack of transparency and integration between different tiers in supply chains prevent
companies from realizing the large economic benefits of their collaboration. Several
standards are being developed in parallel but there is still no consensus on a general
inter-organizational modeling approach to solve these problems. In this paper we
propose the Resource-Event-Agent (REA) model as such an approach. By extending
and implementing the model we show that REA can represent SCM problems in a way that supports operational applications and performance measurements. Specifically, we
introduce the concept of Location and Transport in the REA ontology.
Supply Chain Performance Management with IBMIBMElectronics
IBM's white paper on Supply Chain Performance Management describes the need for effective, efficient performance management software to help drive success in today's complicated supply chains.
Supply Chain Management - Business AnalyticsSOURABH1607
The document discusses supply chain management and analytics. It defines supply chain management as designing, planning, executing, controlling, and monitoring supply chain activities to create value and gain competitive advantage. Supply chain analytics refers to streamlining business supply-side activities to maximize customer value.
The document then lists several supply chain metrics and analytics tools, including warehouse management systems (WMS), transport management systems (TMS), enterprise resource planning (ERP), radio frequency identification (RFID), global positioning systems (GPS), and manufacturing execution systems (MES). It explains the purpose and frequency of measurement for each tool and lists the internal and external stakeholders.
Finally, the document outlines areas of supply chain analytics like demand forecasting, inventory management
Inventory management and supply chain performance involves managing the flow of raw materials, work-in-progress, and finished goods from suppliers to customers. It includes tracking materials through packaging and distribution with warehouses, coordinating deliveries and order fulfillment to meet product demand levels and lead times, while minimizing costs through efficient replenishment and buffer stock levels based on the type of business and products.
This document discusses problems with current supply chain reporting approaches and presents a new solution called FusionOps. The current approaches are time consuming, not scalable, complex, have a poor user experience, and prevent end users from customizing reports. FusionOps is presented as an alternative that is fast, easy to use, pre-built with best practices and dashboards, and allows end users to achieve real-time visibility across the supply chain within minutes rather than months. It has pre-built content for inventory, sales, purchasing, supplier performance and other areas, integrates quickly with a lightweight architecture, and offers a free 30-minute demo.
Understand the value of simulation based predictive analytics for distribution center, supply chain, logistics, or warehouse design, operations and performance improvement
This document discusses Nitai Partners' value-added Oracle Business Analytics & Endeca implementation services. It summarizes their expertise in areas like Supply Chain Analytics, key performance indicators, rapid deployment timelines of 4-12 weeks, analytics footprint including Oracle BI, Hyperion, Endeca, and big data analytics. It highlights their guarantees for successful implementation of Oracle BI applications, data warehouse architecture, and full service BI support.
Learn about the latest market trends and technology innovations in supply chain from Lora Cecere, CEO and founder, Supply Chain Insights, and glean lessons learned and key takeaways from practitioner Elliott Wolf, director of analytics at Lineage Logistics.
Transforming big data into supply chain analyticsTristan Wiggill
- Descriptive analytics are used to measure past performance, report what happened and why, and plan for improvement. They provide feedback to enhance predictive analytics.
- Examples of descriptive analytics reports include standard reports on forecast accuracy, bias, and hit rates at different levels, as well as exception reports highlighting areas needing attention.
- Descriptive measures like MAPE, MPE, and coefficient of variation are calculated to assess forecast accuracy and test for forecastability to inform supply chain decisions.
BigSCM is a proposed product that uses big data from retail supply chains to optimize supply chain management processes. It collects data from RFID, POS, geo-location, social media, call centers, and more to provide recommendations for adaptive inventory management, demand prediction, price optimization, and more. This helps enhance productivity, optimize workflows, reduce costs and improve customer satisfaction. Developing BigSCM would require building out data processing and natural language processing capabilities over 6-8 months. It could help retailers optimize inventory costs, transportation costs, and procurement costs.
Big Data Analytics and the Supply Chain OpportunityLora Cecere
Presentation on analytics and shifts in supply chain processes given at the CSCMP Peru event on June 24, 2016. Focus on the Supply Chain Metrics That Matter, the shifts in analytics, the building of horizontal processes and the future of analytics.
This document summarizes a presentation on global supply chain management trends and best practices. It discusses how supply chains have become more complex with globalization and outsourcing. Effective collaboration is challenging given the large number of interacting elements across multi-tier networks. It also notes a mismatch between the evolving complexity of business models and current operational models, highlighting the need for upgraded planning and execution capabilities to address this. The presentation uses examples like Boeing's 787 supply chain to illustrate complex multi-tier networks and the importance of collaboration with partners.
Innovative Outsourcing Deal Structures by Trowbridge Group Innovative Outsourcing Deal Structures by Trowbridge Group Innovative Outsourcing Deal Structures by Trowbridge Group, Ben Trowbridge, CEO & Managing Partner, Trowbridge Group, outsourcing, innovative, January 25, 2005
We are mid-way through collecting data for our big data supply chain study. If you would like to contribute to the data here is the link. http://www.survey.supplychaininsights.com/b/cgi-bin/ciwweb.pl?StudyName=bdt1203&u=sci
This presentation discusses CSX Corporation's strategies and financial outlook. It summarizes that CSX's core strategies around revenue impact, operational discipline, and performance culture are gaining momentum. It also notes that the transportation environment remains strong and CSX's capacity projects position it for future growth and volume momentum. The presentation provides financial targets for CSX over the next 5 years including 10-12% annual growth in surface transportation operating income and earnings per share, and an improvement of the operating ratio to the mid-70% range.
This presentation discusses CSX Corporation's strategies and financial performance. It outlines the company's focus on revenue impact, operational discipline, and performance culture to drive reliability and growth. Key points include:
1) CSX's core strategies around pricing, customer focus, productivity, and safety are gaining momentum and improving financial results.
2) The economic environment for transportation remains strong with steady demand.
3) Through leadership, clear roles, and compliance, CSX is achieving operational discipline that is improving safety, on-time performance, and asset utilization.
4) Future growth will leverage increasing transportation trends in the southeast United States and expanding imports and domestic demand. CSX is positioned for long-term financial
Supply Chain Risk Management: A Delicate Balancing ActMondher Ben-Hamida
Risk management practices, techniques and tools have been used extensively in the financial community for years. Risks with respect to a company’s supply chain have begun to receive attention only more recently, as the push to increase supply chain efficiencies has illuminated the delicate balance between financial considerations, and those of the customer.
Core Banking Transformation: Solutions to Standardize Processes and Cut CostsIBM Banking
IBM Banking Industry Framework for Core Banking Transformation (CBTF) has many assets, tools, methods and accelerators to help banks standardize and link core processes seamlessly and reduce point-to-point interfaces to cut cost and complexity.
Leveraging Analytics to achieve your Customer Experience ObjectivesJj HanXue
Presented by Graham Cobb, European Industry Leader for Banking and Financial Markets, Business Analytics at IBM
For the complete presentation, see http://bit.ly/NOsWDA.
Alternatively, please visit http://www.customerexperiencefinance.com/share.
This document summarizes the Supply Chain Executive Conference being held on September 13-14, 2010 in London. The conference will focus on the themes of visibility, flexibility, and sustainability in supply chains. It will provide strategic guidance from leading companies and tactical advice on tools and technologies. There will be case studies and new research presented on enhancing operational flexibility, demand and supply visibility, and managing sustainability. The event brings together supply chain professionals, operations executives, and IT directors to discuss challenges and opportunities in global supply chains.
The document discusses the role of the CIO in turbulent times and opportunities for CIOs to transform businesses through IT-enabled changes. It identifies three key areas for CIOs to focus on: optimizing IT costs while enabling lower business costs and better quality, increasing strategic focus on business relationships, information strategy, and enterprise architecture, and balancing enterprise risk with business demands through appropriate continuity planning. The document provides advice on industrializing IT operations, managing challenges, and leveraging technologies and alliances to add strategic value as a business enabler.
Nari Viswanathan from Aberdeen Group on ‘The Supply Chain Executive's Strateg...eyefortransport
The document discusses key trends and strategies for supply chain executives in 2010. It focuses on gaining supply chain visibility and responsiveness, business intelligence becoming more operationally focused, sales and operations planning evolving into integrated business planning, collaboration returning through trading community management, and cloud/SaaS approaches enabling integrated demand-supply networks. The priorities of the chief supply chain officer are to align supply chain strategies with business goals through these trends.
The document discusses the challenges of global supply chain integration. It identifies several root causes of these challenges, including the gap between business needs and supply chain models, issues with internal integration between divisions, and difficulties with external integration due to lack of collaboration. The document proposes that IBM's approach addresses these challenges through tools that enable shared service design, global planning, supply chain visibility, and other capabilities.
The document discusses different approaches to outsourcing deals, including traditional outsourcing contracts and joint ventures. It provides an example of a joint venture sourcing structure where responsibilities and contributions are shared 50/50 between the client and vendor. The client typically provides people, assets, commitment as a customer, capital and subject matter experts. The vendor typically provides capital to fund start-up, tools and methods to manage change, experience leading change, transferring resources to the joint venture, and commitment to success.
Enterprise quality data for the supply chainIBS America
Slide presentation on Optimizing the Supply Chain throughout the supply chain, where attendees were able to have a framework for reviewing the systems that support their supply chain.
David Segal IMTS 2010 PLM for Value Stream ManagementDavid Segal
Application of PLM (Product Lifecycle Management) methodologies to facilitate Lean Manufacturing and Engineering. Particular use of PLM for Lean Product Development and enterprise Value Streams Management
Multi-function Shared Services center - an emerging trendZinnov
Shared services organizations are built on a foundation of reducing cost, promoting efficiencies and, ultimately, in achieving high performance. The evolution curve demonstrates that the shared services model has come a long way from the 70s when the focus was on centralizing non-core business processes to the current model of a portfolio approach based on establishing multi-shore, multi-delivery operations with best in breed solution offering. A variety of business functions are currently being outsourced/globalized with IT, F&A and HRO achieving significant maturity. In terms of locations, Indian cities (Bangalore, NCR and Pune) lead the way as the preferred destinations for most of the F&A, HRO and Inside Sales souring. Locations in Eastern Europe and Latin America offer viable alternatives.
This document discusses supply chain insights and excellence. It provides information on how supply chains have evolved over time from isolated silos to more connected and market-driven networks. Key points discussed include the changing definition of supply chain excellence, historical tipping points in supply chain management, increasing commodity price pressures, and the need for supply chains to sense and respond to market changes in near real-time. Examples are given of how leading companies have adapted their supply chains to deliver value-based outcomes.
Virtualizing SMBs Canalys Executive SummaryArrow ECS UK
This document summarizes key findings from research on virtualization adoption among small and mid-sized businesses (SMBs) in Europe, the Middle East, and Africa (EMEA). The research found that virtualization demand is accelerating, with twice as many SMBs expected to have over 80% of their IT environments virtualized by 2014. Larger SMBs are adopting virtualization faster and moving towards full virtualization and cloud-based IT services. While cost savings remain the main driver for SMB virtualization, ensuring business continuity and improving hardware utilization are also important factors. The majority of SMBs see virtualization and cloud computing as connected technologies.
The document discusses how emerging markets can enhance their supply chains to diversify risks and sustain economic growth. It notes that suppliers are exposed to risks like natural disasters and political instability. The expert recommends that emerging markets focus on diversifying these risks by strengthening supply chain networks. Outsourcing parts of the supply chain can transfer risks to other parties while gaining benefits like reduced costs and access to new technologies. Effective risk management involves identifying, assessing, prioritizing, and developing actions to mitigate risks across the supply chain.
Similar to Karen Butner from IBM Institute for Business Value on ‘The Smarter Supply Chain of the Future - IBM Chief Supply Chain Officer Study’ (20)
S&OP - Beyond the Obvious; Jaro Caban, Vice President Supply Chain, Provimieyefortransport
The document discusses a presentation given at the CSCO Forum in Brussels from November 24-25, 2010 titled "S&OP - Beyond the Obvious" by Jaro Caban, Vice-President of Supply Chain. Some key suggestions from the presentation include reaching agreement on terminology within the organization, fitting the sales and operations planning (S&OP) design to the business goals of making money, adjusting management roles to involve different departments, and making S&OP a routine part of monthly, quarterly and yearly business planning.
J&J’s European Distribution Network, Laurence Coudroy, EMEA Supply Chain Inte...eyefortransport
This document provides an overview of Johnson & Johnson's (J&J) distribution network in Europe, the Middle East, and Africa (EMEA). It discusses J&J's history and presence in EMEA, including key metrics like revenue and employees. It then outlines J&J's historical distribution configuration in EMEA, which involved 26 distribution sites across multiple countries using 11 different systems. The document proposes consolidating distribution into a new European Distribution Center to improve efficiencies and lower costs. It provides updates on the implementation status and planned network optimization. The conclusion emphasizes creating optimization capabilities, change management, opportunistic inventory approaches, education, and network rationalization.
Sustainable Supply Chain Strategies for the New Economy; Dr. Markus Zils, Dr....eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
Nippon Express - A Japanese way to look at Sales & Marketing; Louis Vitalis, ...eyefortransport
This document discusses Nippon Express, a Japanese logistics company. It provides an overview of the company's global profile, including $16.8 billion in annual revenues and over 65,000 employees worldwide. It also outlines the company's corporate strategy and focuses on never giving up on customer accounts, even after losing business. The document describes a case study where Nippon Express was able to regain business from a printer manufacturer one year after losing their contract by maintaining contact and understanding the customer's requirements.
Globalise the Outsourced Supply Chain, Jeremy Davidson, Deputy MD, NYK Logisticseyefortransport
The document discusses opportunities for streamlining supply chains in Eastern Europe and the Black Sea region. It notes that consumer demand is growing as GDP per capita increases. Shipping directly to ports in the Black Sea from Asia can provide significant cost and emissions savings compared to shipping through Western European ports. Consolidating shipments and increasing efficiencies across the supply chain, such as through direct shipping from factories of origin, can reduce logistics costs by up to 30%. However, piracy remains a major threat to shipping in some areas.
Outsourcing Logistics: Findings from the 15th Annual Third Party Logistics Gl...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
3PL Strategies for Moving to New Markets, Slawomir Blotny, Vice President of ...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
5 Mega Trends and the Implication for the Logistics Industry, Beat Simon, CEO...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
“Develop a Culture of Innovation” Jens Fiege, MD, FIEGE Logistics & CEO Germa...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
A Long term solution for Air Cargo Handling, Enno D. Osinga, SVP Cargo, Amste...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
The document discusses changes in the logistics landscape including volatility in supply chains and demand. It shows weekly volatility graphs for different product segments like beer, wine, food, and toilet paper. It advocates balancing risk and opportunity through careful procurement, contract management, and clear communication with customers about trading conditions and fluctuations. While start-stop logistics will increase visibility and agility, it will also raise costs requiring investment in forecasting. Both customers and service providers will need to better share risks and rewards to sustain relationships in the current environment.
How to work with carriers and shippers to secure capacity and stabilise rates...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
The Recession Lessons That Will Endure, Monika Ribar, CEO, Panalpinaeyefortransport
1) The global economy experienced an unprecedented downturn in 2009 but began recovering in 2010, though growth has slowed in the second half of the year.
2) Emerging trends for logistics providers include increased volatility, cost pressures, and unpredictability requiring greater flexibility and customer focus.
3) Growth opportunities exist in collaborating more closely with customers, offering integrated solutions, and expanding in emerging markets like the BRIC countries which are expected to double freight volumes in the next 15 years.
Johan Jemdahl from Cisco, Jan Roodenburg from Philips, Susanna Heikkinen fro...eyefortransport
The document provides advice for supply chain professionals seeking to advance their careers and leadership potential. It recommends focusing on key performance indicators, roles and responsibilities, personal development, relationships with other departments and the board. Developing the skills of employees, stock keeping unit management, driving change, and understanding business goals are also advised. Attaining a chief supply chain officer role is presented as a way to raise one's profile in the organization.
Jaro Caban from Provimi; ‘Gain Business Insight with S&OP Expert Case Studies’eyefortransport
The document discusses a presentation given at the CSCO Forum in Brussels from November 24-25, 2010 titled "S&OP - Beyond the Obvious" by Jaro Caban, Vice-President of Supply Chain. Some key suggestions from the presentation include reaching agreement on terminology within the organization, fitting the sales and operations planning (S&OP) design to the business goals of making money, adjusting management roles to involve different departments, and making S&OP a routine part of monthly, quarterly and yearly business planning.
Kris Van Ransbeek from Chiquita on ‘SCM as a Market Strategy Differentiator’eyefortransport
The document discusses the importance of innovation for companies and the challenges of balancing innovation investments. It notes that supply chain can help innovation by getting involved early in the development process, creating a dedicated team within supply chain to support innovation, and defining key performance indicators focused on speed to market and limiting upfront costs rather than traditional supply chain metrics like cost and quality. The document advocates for strategies like "failing cheap" and scaling innovations rapidly to help companies balance short-term returns with long-term investments in innovation.
Laurence Coudroy from Johnson & Johnson on ‘SCM as a Market Strategy Differen...eyefortransport
Johnson & Johnson has a complex distribution network in Europe for its Medical Devices & Diagnostics division. The network includes 26 distribution sites across multiple countries using 11 different systems. Annual shipments exceed 2.1 million orders. There are opportunities to improve operational synergies and reduce physical distribution costs above benchmarks. J&J's strategy is to consolidate distribution into a centralized European Distribution Center to standardize processes, systems and improve service levels across Europe. This multi-year optimization journey began in 2005 and will continue through 2011 with additional country and product transfers to the EDC.
Hugh Williams from Hughenden Consulting; Chairman’s Opening Addresseyefortransport
The document discusses supply chain planning, consultancy, education, tools and techniques. It provides quotes about supply chain planning and management. The quotes emphasize the importance of continuous progress and improvement in supply chain processes, integrating planning across the supply chain, and addressing cash flow issues. Graphics advertise an upcoming forum on supply chain topics and the experience and global reach of Hughenden Consulting in providing supply chain services.
Louis Vitalis from Nippon Express; ‘Take Your 3PL Sales and Marketing Strateg...eyefortransport
This document discusses Nippon Express, a Japanese logistics company. It provides an overview of the company's global profile, corporate strategy, and approach to sales and marketing. It then shares a case study where Nippon Express was able to win back the business of a printer manufacturer by maintaining the relationship after losing the initial contract and demonstrating they could meet the customer's requirements for their new distribution center project.
Jeremy Davidson from NYK Logistics; ‘Globalise the Outsourced Supply Chain: S...eyefortransport
This document discusses opportunities for investment and logistics in the Black Sea region of Eastern Europe. It notes that consumer demand is growing as incomes rise, presenting opportunities for retailers. The Black Sea ports could become important gateways for imports and exports within Europe and to Central Asia. Improving infrastructure makes the Black Sea region a viable alternative to shipping through Northern Europe, potentially reducing logistics costs for retailers.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
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.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations