The demanding aftermarket supply chain can be overcome through the use of innovative 3PLs. Alex Kreetzer talks to Neovia Vice President, Business Development, David D’Annunzio, to uncover the challenges faced by suppliers and OEMs.
This eBook will allow retail business and IT managers to understand, which are the key elements that must be considered in retailers' path to become omnichannel champions. Find out which are the most critical omnichannel capabilities to develop as well as its strategy and roadmap for the implementation plan.
Driving Success in Automotive - JDA Software and AccentureJDA Software
While most automotive OEMs and their supplier tiers are
struggling to reconcile their old ways of doing business with the
“new normal” economy, there is good news for those companies
willing to innovate and adapt their production models.
Our white paper on Costa Rica as a Nearshore software service solution and how our services came to be of greate service to a local food distribution company.
1) The document discusses the findings of a survey of over 7,000 online shoppers across 8 markets regarding their multi-channel shopping behaviors.
2) A key finding was that consumers consider themselves highly sophisticated online shoppers, with over 60% describing themselves as confident or experts. Chinese shoppers reported the highest levels of online shopping expertise.
3) Over 90% of online shoppers purchase items like books, clothing, and electronics online. Chinese shoppers shop online more frequently than those in other countries, averaging over 8 purchases per month.
4) While online shopping is widespread, 22% of shoppers made their first online purchase within the past year, indicating continued growth in new online shoppers
New Reality Omnichannel new selling new supply chainTom Craig
Read about the new selling reality and what you must do to compete in this world of customer power, order delivery velocity, and the Perfect Order--all driven by strategic and weaponized Supply Chain Management. It will be about leaders and laggards.
Accenture white paper developing indirect channelsbChannels
1) Indirect sales channels can help companies boost revenue and maintain profitability during challenging economic times when deal sizes tend to be smaller, by lowering costs compared to direct channels and helping expand market coverage.
2) To fully realize the benefits of indirect channels and build a channel that sustains high performance, companies must take a structured, analytical approach to selecting partners, bringing them onboard effectively, and closely managing performance.
3) Accenture's research identified a 5-step approach to developing indirect channels successfully, including analyzing cost structures and qualified partner selection. When done right, indirect channels can help companies navigate economic downturns and emerge stronger.
This eBook will allow retail business and IT managers to understand, which are the key elements that must be considered in retailers' path to become omnichannel champions. Find out which are the most critical omnichannel capabilities to develop as well as its strategy and roadmap for the implementation plan.
Driving Success in Automotive - JDA Software and AccentureJDA Software
While most automotive OEMs and their supplier tiers are
struggling to reconcile their old ways of doing business with the
“new normal” economy, there is good news for those companies
willing to innovate and adapt their production models.
Our white paper on Costa Rica as a Nearshore software service solution and how our services came to be of greate service to a local food distribution company.
1) The document discusses the findings of a survey of over 7,000 online shoppers across 8 markets regarding their multi-channel shopping behaviors.
2) A key finding was that consumers consider themselves highly sophisticated online shoppers, with over 60% describing themselves as confident or experts. Chinese shoppers reported the highest levels of online shopping expertise.
3) Over 90% of online shoppers purchase items like books, clothing, and electronics online. Chinese shoppers shop online more frequently than those in other countries, averaging over 8 purchases per month.
4) While online shopping is widespread, 22% of shoppers made their first online purchase within the past year, indicating continued growth in new online shoppers
New Reality Omnichannel new selling new supply chainTom Craig
Read about the new selling reality and what you must do to compete in this world of customer power, order delivery velocity, and the Perfect Order--all driven by strategic and weaponized Supply Chain Management. It will be about leaders and laggards.
Accenture white paper developing indirect channelsbChannels
1) Indirect sales channels can help companies boost revenue and maintain profitability during challenging economic times when deal sizes tend to be smaller, by lowering costs compared to direct channels and helping expand market coverage.
2) To fully realize the benefits of indirect channels and build a channel that sustains high performance, companies must take a structured, analytical approach to selecting partners, bringing them onboard effectively, and closely managing performance.
3) Accenture's research identified a 5-step approach to developing indirect channels successfully, including analyzing cost structures and qualified partner selection. When done right, indirect channels can help companies navigate economic downturns and emerge stronger.
Ch 15 designing and managing integrated marketing channels14eNazmul Hasan Mahmud
The document discusses marketing channels and integrated marketing. It defines key terms like supply chain, value delivery network, marketing channel, and types of intermediaries. It explains how channel members add value through various functions. The document also covers evaluating and selecting channel alternatives, designing channel systems, and managing channel conflicts. Integrated marketing channels aim to provide consistent strategies across all sales channels.
Charting A Course Towards True Multichannel RetailingPaul McFarren
The document discusses the challenges retailers face in creating a true multichannel retailing experience for customers. It outlines how retailers have historically developed siloed applications for different channels that make consolidated data, consistent experiences and optimized operations difficult. The document recommends retailers look to comprehensive business intelligence deployments to standardize information and gain strategic insight across channels in order to better meet rising customer expectations for seamless multichannel experiences.
Marketing Channels and Supply Chain Managementmandalina landy
The document discusses marketing channels and supply chain management. It defines key terms like marketing channels, intermediaries, and supply chain. It describes channel structures for consumer and business products. It discusses the functions of intermediaries and issues that influence channel strategy decisions. It also covers managing relationships, logistical components of supply chains, and new technologies and trends in supply chain management.
The document discusses collaborative planning, forecasting and replenishment (CPFR). CPFR is a business practice where trading partners work together on planning and fulfilling customer demand. It aims to increase availability for customers while reducing costs. The key elements of CPFR include joint business planning, sales forecasting, order forecasting, and resolving any exceptions collaboratively. CPFR follows a cyclical process where trading partners jointly create sales forecasts, order forecasts, identify exceptions, and resolve them to continuously improve forecasts.
Short university lecture about how mobile Telco operators can improve their profitability leveraging a strategic and value based approach to Channel Management
In an increasingly competitive retail environment, effective merchandising is crucial for differentiating brands, protecting market share, and driving sales. Outsourcing merchandising to a specialized company allows brands to ensure consistency across numerous retail points while freeing internal resources to focus on sales and marketing. A case study describes how outsourcing merchandising for Wrigley helped reduce costs, increase quality, and meet agreed-upon standards across various retail chains.
Beating the Burden of Brick & Mortar for Omnichannel Fulfillment SuccessMichael Hu
Fulfillment is both more complex and mission critical in a multichannel retail setting. Brick & mortar retailers must overcome their “burden” of traditional store channel focus to achieve multi-channel fulfillment excellence
Gravity White Paper - How to Close the 3rd Party Logistics Technology GapAero Wong
Tactical, transactional-based services are becoming less profitable. In order to compete, 3PLs and freight forwarders must shift to providing technologies that help shippers overcome supply chain visibility obstacles. The question is: should you develop your own solutions in-house, or partner with a third-party vendor?
This brief white paper will help you answer that question.
A supply chain is a network of facilities and distribution that procures materials, transforms them into products, and distributes the finished products to customers. It exists in both manufacturing and service organizations. The goals are to maximize overall value for customers and profitability by balancing revenue and costs across the supply chain. Key stages include suppliers, manufacturers, distributors, retailers, and customers. Effective supply chain management considers facilities, inventory, transportation, information, sourcing, and pricing. Businesses will seek to grow in complex and changing environments through demand management, warehouse optimization, transportation coordination, collaboration, and supply chain analytics.
Revolutionizing The Downstream Supply ChainDavid Evans
This document discusses revolutionizing the downstream supply chain in the oil and gas industry through the use of technology and innovative business models. It proposes a system with four components: 1) outsourcing distribution operations to eliminate large in-house logistics teams, 2) implementing a shared fleet model to improve vehicle utilization, 3) introducing dynamic scheduling and routing powered by advanced analytics to optimize operations, and 4) enabling dynamic slot booking and pricing to maximize profits. Adopting this holistic approach through an integrated technology solution can streamline operations, lower costs, and create value for oil companies and their partners.
Why retail companies need demand planning and forecastingSarah J
The document discusses why demand planning and forecasting are important for retail companies. It notes that customers now want instant access to products across all channels at all times. Accurately forecasting demand allows retailers to plan logistics operations efficiently and control costs. The new generation of customers is mobile and will switch retailers if demands are not met. The document recommends integrating demand and supply planning using solutions that can forecast trends in real-time to optimize inventory levels across the supply chain.
White Paper - Distribution Network OptimizationLen Pannett
This document discusses optimization of oil and gas distribution networks through merging operations from acquisitions or partnerships. It describes challenges like complexity from multiple facilities, products, customers and transport modes. The authors propose a 3-stage approach using optimization tools to model scenarios and identify cost savings. A case study details applying this to a joint venture merging Shell and Cosan's Brazilian operations, streamlining the network and increasing profits despite limited volume growth. The optimized network provided clearer supply zones, lowest cost terminals per customer, and evaluated investment returns from new assets.
This document discusses revolutionizing the downstream supply chain in the oil and gas industry through the use of technology. It proposes a four component system: 1) outsourcing distribution operations, 2) using a shared fleet model, 3) implementing dynamic scheduling and routing, and 4) employing dynamic slot booking and pricing. This system aims to streamline operations, increase efficiency, optimize costs and provide benefits to oil companies, haulers, and customers through real-time data, automated processes and increased visibility and control of operations. Quantitative benefits observed by clients include up to 18% reduction in trips, 15% reduction in inventory, and 25% increase in deliveries handled by the same number of dispatchers.
This document discusses revolutionizing the downstream supply chain in the oil and gas industry through technology-based solutions. It proposes a four component system: 1) outsourcing distribution operations, 2) using a shared fleet model, 3) implementing dynamic scheduling and routing, and 4) enabling dynamic slot booking and pricing. This system aims to streamline operations, increase fleet utilization, optimize scheduling and pricing, and improve customer service and cost savings for oil companies, haulers, and customers. The system has the potential to reduce delivery costs by 15-18% and inventory levels by up to 15% while handling 25% more deliveries with the same staff.
The document discusses how customer expectations have risen significantly, driven by more connected, informed, and empowered consumers. It states that customer experience will be the main battleground for companies and brands going forward. While many companies have invested heavily in marketing, customer service, and logistics, overall customer experience has failed to improve for most brands. However, brands that have achieved superior customer experiences have seen double the revenue growth compared to market indexes. The document advocates that companies must adapt their supply chains and operations to meet rising customer expectations in order to remain competitive and drive growth.
The document discusses how customer expectations have risen significantly, driven by more connected, informed, and empowered consumers. It states that customer experience will be the main battleground for companies and brands going forward. While many companies have invested heavily in marketing, customer service, and logistics, overall customer experience has failed to improve for most brands. However, brands that have achieved superior customer experiences have seen double the revenue growth compared to industry averages. The document advocates that companies must adapt their supply chains and operations to meet rising customer expectations in order to remain competitive and drive growth.
The document discusses factors to consider when selecting a cash recycling solution for a branch network. It outlines that cash recyclers can improve efficiencies and customer experience by automating cash handling. Key considerations include the recycler being intuitive to use, having redundancy to maximize uptime, supporting remote monitoring and maintenance, and being deployed as part of an overall strategy to realize gains in customer service and security. It also stresses the importance of selecting a solution provider with a strong service infrastructure and long term focus on innovation.
It is widely acknowledged that omnichannel is the future
of retail. Customers want to shop anywhere at any time and expect a
seamless experience across all channels while doing it. However, it is also
widely acknowledged that most retailers are a long way from achieving
this complex state of readiness due to the fact that delivering against
those customer expectations touches virtually every department in the
retail enterprise.
Why retail companies need demand planning and forecastingTarannum shaikh
In this fast-paced world, customers want instant access to products, across all channels, at all times. Retail companies therefore need to precisely forecast and manage their inventory whilst meeting customer demands in this competitive marketplace
This document provides an overview of supply chain management (SCM), including a definition, the importance of SCM, how it is applied today and expected to evolve in the future. It discusses key SCM principles and benefits, such as integrated management across organizations to improve customer satisfaction, increase sales and reduce costs. The document also gives examples of how SCM techniques have been implemented in various industries to reduce order-to-delivery times and improve profitability.
DEFINING THE FUTURE READY ORGANISATION
Shopping is potentially the area of human behaviour that has been most widely changed by digital technology. Today’s shopper expects their experience to be invisibly shaped around them, at any time, at their fingertips. This report explores how.
Understand the relationship between supply chain management (SCM) and organisational business objectives
Explain the importance of effective supply chain management in achieving organisational objectives
Explain the link between supply chain management and business functions in an organisation
Discuss the key drivers for achieving an integrated supply chain strategy in an organisation
Be able to use information technology to optimize supplier relationships in an organisation
Evaluate the effectiveness of strategies used by an organisation to maintain supplier relationships
Task 2.2: Use information technology to create strategies to develop an organisation’s relationship with its suppliers
Develop systems to maintain an organisation’s relationship with its suppliers
Case Study of a maintaining organization’s relationship with suppliers:
Understand the role of information technology in supply chain management
Assess how information technology could assist integration of different parts of the supply chain of an organisation
Task 3.2: Evaluate how information technology has contributed to the management of the supply chain of an organisation
Assess the effectiveness of information technology in managing the supply chain of an organisation
Understand the role of logistics and procurement in supply chain management
Explain the role of logistics in supply chain management in an organisation
Ch 15 designing and managing integrated marketing channels14eNazmul Hasan Mahmud
The document discusses marketing channels and integrated marketing. It defines key terms like supply chain, value delivery network, marketing channel, and types of intermediaries. It explains how channel members add value through various functions. The document also covers evaluating and selecting channel alternatives, designing channel systems, and managing channel conflicts. Integrated marketing channels aim to provide consistent strategies across all sales channels.
Charting A Course Towards True Multichannel RetailingPaul McFarren
The document discusses the challenges retailers face in creating a true multichannel retailing experience for customers. It outlines how retailers have historically developed siloed applications for different channels that make consolidated data, consistent experiences and optimized operations difficult. The document recommends retailers look to comprehensive business intelligence deployments to standardize information and gain strategic insight across channels in order to better meet rising customer expectations for seamless multichannel experiences.
Marketing Channels and Supply Chain Managementmandalina landy
The document discusses marketing channels and supply chain management. It defines key terms like marketing channels, intermediaries, and supply chain. It describes channel structures for consumer and business products. It discusses the functions of intermediaries and issues that influence channel strategy decisions. It also covers managing relationships, logistical components of supply chains, and new technologies and trends in supply chain management.
The document discusses collaborative planning, forecasting and replenishment (CPFR). CPFR is a business practice where trading partners work together on planning and fulfilling customer demand. It aims to increase availability for customers while reducing costs. The key elements of CPFR include joint business planning, sales forecasting, order forecasting, and resolving any exceptions collaboratively. CPFR follows a cyclical process where trading partners jointly create sales forecasts, order forecasts, identify exceptions, and resolve them to continuously improve forecasts.
Short university lecture about how mobile Telco operators can improve their profitability leveraging a strategic and value based approach to Channel Management
In an increasingly competitive retail environment, effective merchandising is crucial for differentiating brands, protecting market share, and driving sales. Outsourcing merchandising to a specialized company allows brands to ensure consistency across numerous retail points while freeing internal resources to focus on sales and marketing. A case study describes how outsourcing merchandising for Wrigley helped reduce costs, increase quality, and meet agreed-upon standards across various retail chains.
Beating the Burden of Brick & Mortar for Omnichannel Fulfillment SuccessMichael Hu
Fulfillment is both more complex and mission critical in a multichannel retail setting. Brick & mortar retailers must overcome their “burden” of traditional store channel focus to achieve multi-channel fulfillment excellence
Gravity White Paper - How to Close the 3rd Party Logistics Technology GapAero Wong
Tactical, transactional-based services are becoming less profitable. In order to compete, 3PLs and freight forwarders must shift to providing technologies that help shippers overcome supply chain visibility obstacles. The question is: should you develop your own solutions in-house, or partner with a third-party vendor?
This brief white paper will help you answer that question.
A supply chain is a network of facilities and distribution that procures materials, transforms them into products, and distributes the finished products to customers. It exists in both manufacturing and service organizations. The goals are to maximize overall value for customers and profitability by balancing revenue and costs across the supply chain. Key stages include suppliers, manufacturers, distributors, retailers, and customers. Effective supply chain management considers facilities, inventory, transportation, information, sourcing, and pricing. Businesses will seek to grow in complex and changing environments through demand management, warehouse optimization, transportation coordination, collaboration, and supply chain analytics.
Revolutionizing The Downstream Supply ChainDavid Evans
This document discusses revolutionizing the downstream supply chain in the oil and gas industry through the use of technology and innovative business models. It proposes a system with four components: 1) outsourcing distribution operations to eliminate large in-house logistics teams, 2) implementing a shared fleet model to improve vehicle utilization, 3) introducing dynamic scheduling and routing powered by advanced analytics to optimize operations, and 4) enabling dynamic slot booking and pricing to maximize profits. Adopting this holistic approach through an integrated technology solution can streamline operations, lower costs, and create value for oil companies and their partners.
Why retail companies need demand planning and forecastingSarah J
The document discusses why demand planning and forecasting are important for retail companies. It notes that customers now want instant access to products across all channels at all times. Accurately forecasting demand allows retailers to plan logistics operations efficiently and control costs. The new generation of customers is mobile and will switch retailers if demands are not met. The document recommends integrating demand and supply planning using solutions that can forecast trends in real-time to optimize inventory levels across the supply chain.
White Paper - Distribution Network OptimizationLen Pannett
This document discusses optimization of oil and gas distribution networks through merging operations from acquisitions or partnerships. It describes challenges like complexity from multiple facilities, products, customers and transport modes. The authors propose a 3-stage approach using optimization tools to model scenarios and identify cost savings. A case study details applying this to a joint venture merging Shell and Cosan's Brazilian operations, streamlining the network and increasing profits despite limited volume growth. The optimized network provided clearer supply zones, lowest cost terminals per customer, and evaluated investment returns from new assets.
This document discusses revolutionizing the downstream supply chain in the oil and gas industry through the use of technology. It proposes a four component system: 1) outsourcing distribution operations, 2) using a shared fleet model, 3) implementing dynamic scheduling and routing, and 4) employing dynamic slot booking and pricing. This system aims to streamline operations, increase efficiency, optimize costs and provide benefits to oil companies, haulers, and customers through real-time data, automated processes and increased visibility and control of operations. Quantitative benefits observed by clients include up to 18% reduction in trips, 15% reduction in inventory, and 25% increase in deliveries handled by the same number of dispatchers.
This document discusses revolutionizing the downstream supply chain in the oil and gas industry through technology-based solutions. It proposes a four component system: 1) outsourcing distribution operations, 2) using a shared fleet model, 3) implementing dynamic scheduling and routing, and 4) enabling dynamic slot booking and pricing. This system aims to streamline operations, increase fleet utilization, optimize scheduling and pricing, and improve customer service and cost savings for oil companies, haulers, and customers. The system has the potential to reduce delivery costs by 15-18% and inventory levels by up to 15% while handling 25% more deliveries with the same staff.
The document discusses how customer expectations have risen significantly, driven by more connected, informed, and empowered consumers. It states that customer experience will be the main battleground for companies and brands going forward. While many companies have invested heavily in marketing, customer service, and logistics, overall customer experience has failed to improve for most brands. However, brands that have achieved superior customer experiences have seen double the revenue growth compared to market indexes. The document advocates that companies must adapt their supply chains and operations to meet rising customer expectations in order to remain competitive and drive growth.
The document discusses how customer expectations have risen significantly, driven by more connected, informed, and empowered consumers. It states that customer experience will be the main battleground for companies and brands going forward. While many companies have invested heavily in marketing, customer service, and logistics, overall customer experience has failed to improve for most brands. However, brands that have achieved superior customer experiences have seen double the revenue growth compared to industry averages. The document advocates that companies must adapt their supply chains and operations to meet rising customer expectations in order to remain competitive and drive growth.
The document discusses factors to consider when selecting a cash recycling solution for a branch network. It outlines that cash recyclers can improve efficiencies and customer experience by automating cash handling. Key considerations include the recycler being intuitive to use, having redundancy to maximize uptime, supporting remote monitoring and maintenance, and being deployed as part of an overall strategy to realize gains in customer service and security. It also stresses the importance of selecting a solution provider with a strong service infrastructure and long term focus on innovation.
It is widely acknowledged that omnichannel is the future
of retail. Customers want to shop anywhere at any time and expect a
seamless experience across all channels while doing it. However, it is also
widely acknowledged that most retailers are a long way from achieving
this complex state of readiness due to the fact that delivering against
those customer expectations touches virtually every department in the
retail enterprise.
Why retail companies need demand planning and forecastingTarannum shaikh
In this fast-paced world, customers want instant access to products, across all channels, at all times. Retail companies therefore need to precisely forecast and manage their inventory whilst meeting customer demands in this competitive marketplace
This document provides an overview of supply chain management (SCM), including a definition, the importance of SCM, how it is applied today and expected to evolve in the future. It discusses key SCM principles and benefits, such as integrated management across organizations to improve customer satisfaction, increase sales and reduce costs. The document also gives examples of how SCM techniques have been implemented in various industries to reduce order-to-delivery times and improve profitability.
DEFINING THE FUTURE READY ORGANISATION
Shopping is potentially the area of human behaviour that has been most widely changed by digital technology. Today’s shopper expects their experience to be invisibly shaped around them, at any time, at their fingertips. This report explores how.
Understand the relationship between supply chain management (SCM) and organisational business objectives
Explain the importance of effective supply chain management in achieving organisational objectives
Explain the link between supply chain management and business functions in an organisation
Discuss the key drivers for achieving an integrated supply chain strategy in an organisation
Be able to use information technology to optimize supplier relationships in an organisation
Evaluate the effectiveness of strategies used by an organisation to maintain supplier relationships
Task 2.2: Use information technology to create strategies to develop an organisation’s relationship with its suppliers
Develop systems to maintain an organisation’s relationship with its suppliers
Case Study of a maintaining organization’s relationship with suppliers:
Understand the role of information technology in supply chain management
Assess how information technology could assist integration of different parts of the supply chain of an organisation
Task 3.2: Evaluate how information technology has contributed to the management of the supply chain of an organisation
Assess the effectiveness of information technology in managing the supply chain of an organisation
Understand the role of logistics and procurement in supply chain management
Explain the role of logistics in supply chain management in an organisation
Co-creating Customer Value in Logistics Outsourcing RelationshipsC.H. Robinson Europe
Today, organisations face tremendous pressures. Controlling costs and improving efficiencies remain high priorities.This presentation explores how shippers and logistics providers co-create value to optimise supply chains.
Inventory Management: How Incremental Improvements Drive Big GainsCognizant
By feeding social and mobile data into planning systems and overlaying analytics, manufacturers and retailers can reduce inventory waste and more precisely target customers.
Capgemini ses - supply chain management services (gr)Gord Reynolds
The document discusses how external forces are changing supply chain operations and increasing pressure on supply chain managers. It outlines Capgemini's approach to supply chain orchestration and collaboration to help companies optimize their supply chains. Capgemini's services include end-to-end supply chain management, logistics management, sustainability services, and independent logistics optimization to improve efficiency and reduce costs for clients.
What is supply chain management programBrijesh Kandu
The Supply Chain Management Program integrates topics from manufacturing operations, purchasing, transportation, and physical distribution into a unified program. Successful supplychain management, then, coordinates and integrates all of these activities into a seamless process.
Similar to Neovia in Automotive Purchasing and Supply Chain (20)
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
[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
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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.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
Neovia in Automotive Purchasing and Supply Chain
1. July-September2016
purchasingandsupplychain
EVs are here
to stayto stay
The electric vehicle is the perfect platform
for the future of autonomous driving says
Carlos Ghosn, Chairman and CEO,
Renault-Nissan Alliance
Katherine Worthen, Vice President,
Purchasing and Supply Chain Europe,
General Motors
What’s good for GM
is good for suppliers
Jan Bures, Executive Vice President
Group After Sales and Services,
Volkswagen Group of America
Jan Bures, Executive Vice President
Group After Sales and Services,
Volkswagen Group of America
Port congestion an
issue for VW
Gary Johnson, Vice President,
North America Manufacturing,
Ford Motor Company
Gary Johnson, Vice President,
North America Manufacturing,
Ford’s leading edge
lieutenant
3. T
he automotive aftermarket industry
relies on a complex supply chain that,
if organised correctly, can improve
overall efficiency for OEMs. It is vital
to be organised in aftermarket trade, as
global customers and dealers demand
inconsistent amounts of product
parts to separate locations which
can confuse and delay component
delivery. In order to achieve this level
of optimisation in the supply chain
for service parts, companies must
understand the demand chain for
each part consumed and learn
how to manage the unpredictable
nature of the sector. These
complications have introduced
a number of global third party
logistics (3PL) providers into the
industry, boasting the expertise
to improve operations within
their customer’s automotive
supply chain. Focusing on
demand is nothing new, but
the ability to measure the demand
at the end customer consumption
level of each individual part is greatly
improving. Working backwards through
the supply chain, using accurate end
consumer demand data, is the key
to effective inventory management.
Collaboration at all points in the chain,
from customers, dealers, distribution
hubs and suppliers is also important as
it allows opportunities for improvement,
driven by the change from a supply to a
demand model.
3PLs who have mastered aftermarket
parts logistics management can help
customers reduce overall costs through
optimising inventory on hand, parts
availability and fill rate, which allows
the company to be more competitive
and satisfy customers. 3PLs also offer
technological advantages, which is a key
element in developing and increasing
operational efficiency in the modern
supply chain, eliminating repetitive time-
Fuelinginnovativeand
robustaftermarket
supplychaincapabilities
Thedemandingaftermarketsupplychaincanbeovercomethroughthe use of
innovative3PLs.AlexKreetzertalkstoNeoviaVicePresident,BusinessDevelopment,
DavidD’Annunzio,touncoverthechallengesfacedbysuppliersand OEMs.
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4. consuming logistics activities through
the use of modernised warehouse
management systems. In addition, 3PLs
can increase their customer’s visibility
through the supply chain by improving
communication, which ultimately
positions aftermarket players to better
manage their warehouse stock and
overcome challenges such as excessive
on hand inventory. These are just a few
examples of how this kind of innovative
technology can benefit those in the
automotive aftermarket supply chain.
Speaking to Neovia Vice President
of Business Development, David
D’Annunzio, I gain a further insight
into the key qualities needed within
3PL services, such as increasing
collaboration, reliability and forecasting,
inventory management and overcoming
the difficulties of slow-moving service
parts for modern, longer-life vehicles.
Neovia prides itself as a leading global
integrated logistics service provider
and D’Annunzio believes his 3PL can
offer unique expertise in inventory
management and parts fulfillment
services for its customers.
Collaboration is key
Without doubt, collaboration is the
most important factor within any supply
chain. This will continue to be the case
as modern technology has strengthened
relationships within the automotive
industry through stronger supply chains.
However, it is still difficult to achieve
and maintain complete collaboration
from end-to-end, so it is important
that all parties involved must have
well-aligned logistics operations to
extract the most out of the relationship;
this is where 3PLs like Neovia come
in. “Proper collaboration starts with
everyone focused on one goal…
delivering the best customer ownership
experience possible with unmatched
service support throughout the life of
the product,” says D’Annunzio. “This is
a common focus across supply chain
partners on improving the customer
experience. When every partner shares
the same common goal - improving
customer satisfaction - real collaboration
can begin.” Once the combined vision
is identified, these strengthened
collaborations will result in reduced
operational costs and increased
efficiency through better rates and more
reliable coverage.
In order to attract new customers,
aftermarket 3PLs like Neovia constantly
work towards new innovative ways to
strike the right balance of inventory
on-hand and parts availability solutions
through collaboration, maximising
product efficiency and overcoming
customer specific challenges such as
slow-moving parts. The introduction
of RFID chips into end-to-end dealer
networks can be a prime example of
a way to revolutionise efficiency by
allowing companies to identify and
locate their products at any time around
the world. This once again increases
collaboration through every link in the
supply chain, from dealer networks to
suppliers. “Already in the industry, we
are seeing changes - information now
comes directly from a product’s onboard
sensors and is being combined with
dealer service shop demand, which is
then used to ensure the right service
parts are available for vehicle repairs,”
states D’Annunzio.
“Having those parts results in
increased customer satisfaction, so
making this happen as efficiently as
possible will require the integration of
dealers, distributors, carriers and, most
importantly, suppliers. This integration
could consist of sharing inventory data,
forecasting plans, shipment status and
so on.” With this level of integration,
visibility across the aftermarket supply
chain connects the supply source all
the way up to the end customer, further
driving collaboration across supply
chain partners. “As the mutual benefit
of sharing data and information with
the goal of continuously improving
the customer ownership experience
becomes obvious, this will naturally
continue to encourage and improve
collaboration going forward,” D’Annunzio
adds.
Staying ahead
A major issue found within
aftermarket logistics is the build-up
of slow- moving parts and increased
stock variation. Thanks to a range of
new vehicles constantly entering the
market which frequently require a
unique set of new parts, OEMs need
to, more than ever, strike the right
balance of inventory in order to satisfy
customer demand without carrying
excess and costly inventory. Thankfully,
this process has been improved with the
introductions of such technologies as
Inventory Management planning tools
and simulation technology. These tools,
when used with the right expertise,
can resolve the challenges of varying
demand of the parts throughout their
life cycle. As components become more
Asthemutualbenefitofsharingdataandinformationwiththegoalofcontinuously
improvingthecustomerownershipexperiencebecomesobvious,thiswillnaturally
continuetoencourageandimprovecollaborationgoingforward.
David D’Annunzio, Vice President, Business Development, Neovia
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5. reliable, the ability to accurately forecast
and plan will ensure that the right parts
are in the right place at the right time.
D’Annunzio warns that, with these
vehicles, “it is important to get the
slow-moving parts portion of inventory
forecasting correct because you
only have one shot at doing it right -
otherwise you are left with excess and
obsolete inventory.” He tells me that
most automakers, especially in the US,
are required under law to provide a life
service policy for customers, stocking
parts from models dated back ten years.
With life service policies like this in
place, it is extremely important to know
when it is time to plan a make-to-order
operation, instead of carrying stock for
prolonged periods. Neovia provides the
technology and algorithms to accurately
forecast this changing demand.“The
next step is to review and improve all
end-of-life processes such as all-time
buy, forecasting, minimum buy and
supersessions,” he adds. “Traditionally
these areas are the major contributors
to excess and obsolete inventory, which
is expensive and also contributes to
warehouse inefficiencies. This is why it’s
so important to have robust forecasting
for declining growth.”
So it is evident that managing
slow-moving parts requires advanced
techniques, from how demand is
captured right up to forecasting and
inventory planning. However, the
execution of the technology is vital,
as systems must be able to identify
product shifts and volume increases.
D’Annunzio tells me that Neovia is
able to link the planning system and
execution system via its simulation
technology, which replicates what
inventory and parts availability results
the execution system will use, while
providing the configuration used to
get those exact results. Fundamentally,
this allows customers to plan ahead for
any sudden demand for their products.
“As the life cycle of the part changes,
the inventory planning technology
will adjust the inventory volumes in
line with the part’s current demand
requirements. Effectively managing slow-
moving inventory is key to minimising
your overall inventory investment,
maximising parts availability, and
improving customer satisfaction.”
Neovia’s proprietary inventory simulator
has demonstrated positive results that
have, on average, produced 10% to 40%
reductions in on-hand inventory and up
to 20% gains in fill rate for customers.
Dealing with the dealerships
There are challenges with inventory
management at dealerships, usually
due to separate distribution networks
that are managed independently;
consequently, dealer inventory can
sometimes overshadow OEM inventory,
which is not ideal for the supply chain.
By extending the inventory planning
process from OEMs down to the dealer
level, OEMs can reduce their inventory
in the supply chain and improve parts
availability at the dealerships, increasing
overall efficiency throughout their
operations. “Neovia has this ability,
and is able to optimise inventory at the
dealer and distribution network level
based on point of sale demand data
from the dealers’ service centres,” states
D’Annunzio. “This allows for optimised
safety stocks at each node and enables
efficient flow of material through the
network to the dealer repair shop.
But reducing inventory and improving
delivery isn’t the biggest challenge,
rather it’s changing the commercial
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6. terms and conditions between the OEM
and their dealers. Dealers still own the
inventory in their stores and therefore
new return policies and agreements
on maximum inventory investment are
required to be successful.“
As dealers place orders for parts
throughout a typical day, they might
require multiple shipments to satisfy
same-day customer demand. OEMs
respond by typically offering multiple
deliveries to satisfy the need given poor
parts planning on the dealer’s end. This
results in increased shipping costs and
more inefficiency. In considering the
customer needs, greater collaboration
between dealers and OEMs will facilitate
the supply chain’s ability to achieve
balance, so that the parts are where they
need to be when they are needed.
“Today’s OEMs use a variety of
methods to make up for the deficiencies
in inventory management and parts
planning at the dealer level,” adds
D’Annunzio. “Dedicated daily delivery
and two to three times per day
delivery schedules, particularly in large
metropolitan areas, are transportation
services designed to help dealers who
carry reduced levels of stock, shifting
and increasing reliance on centralised
stock. While this system works to some
degree, the cost of transportation
could be reduced using a more efficient
alternative by gathering point of sale
inventory data (for forecasting and
execution), so both OEMs and dealers
can have the right inventory in the
right places. This would increase space
utilisation at both dealer and Parts
Distribution Centres and defray excess
transportation costs as well as improve
customer satisfaction as an end result.”
No ‘secret’ algorithm
As mentioned previously, modern
vehicles are better engineered and have
prolonged lives. Complications with
slow-moving parts and service parts
can only be overcome if a formula is
implemented into a company’s supply
chain which integrates a combination
of people, processes and technologies.
Neovia’s system focuses on helping
customers integrate planning and
execution through its simulation
technology and inventory management
which, as D’Annunzio adds, “accurately
simulates the inventory investment
and parts availability that can be
achieved with Service Parts Planning
(SPP), but most importantly, provides
the exact parameter configuration to
enter into SAP to get those results.” By
allowing the customer to quickly set the
optimal configuration, Neovia improves
inventory levels almost immediately,
instead of the usual time-consuming and
repetitive ‘trial and error’ procedures that
come with implementing the technology
without proper expertise and knowledge.
There is no surprise why a number
of major automotive manufacturers
have implemented Neovia’s Inventory
Management solution into their supply
chain.
“Neovia helps our customers by
bringing new ideas and innovations. Our
supply chain professionals have decades
of experience integrating inventory,
transportation, and distribution from
sources of supply to end consumer. We
also help our customers through the
execution of best-in-class processes
that drive operational excellence and
deliver unmatched customer and dealer
satisfaction. As companies place more
emphasis on aftermarket excellence
and driving customer satisfaction,
Neovia is the perfect trusted partner to
enable a client’s strategic initiatives.
The combination of people, processes
and technology along with integration
of design, planning, and execution
is essential and what Neovia feels is
the formula for success,” D’Annunzio
concludes. ■
Oursupplychainprofessionalshavedecadesofexperienceintegrating
inventory,transportation,anddistributionfromsourcesofsupply
toendconsumer.
David D’Annunzio, Vice President, Business Development, Neovia
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