Partes is a company that offers fleet risk management services including risk consulting, benchmarking and tendering, implementation, and claims management. They have over 15 years of experience in the fleet and insurance industry. Their services are aimed at reducing a company's total cost of fleet risk through flexible solutions and clear performance indicators. They use a proven APAC methodology involving data gathering, risk assessment, and evaluation of alternatives to deliver cost savings of up to 20% on fleet insurance costs.
Three specific ways you can understand customer needs to reduce market risk. Presentation delivered at Society for Petroleum Engineers conference, May 2009.
This paper reviews and comments on the various considerations and approaches available to analysing and valuing disruption whilst comparing and contrasting the same with respect to the relative reliability of the methods of quantifying lost productivity and the cost and expertise generally required to record, prepare, and document the quantum of damages derived thereby.
Included within the paper is a framework from which the suitability of available approaches for analysing and quantifying the effects of disruption may be discerned. The selection process is primarily based on the availability of and the characteristics of that information available in connection with the project to be reviewed set against the degree of reliability associated with the method referenced.
About the Writer
Derek Nelson is Senior Vice President and Regional Managing Director in charge of Hill International's Asia Region. Derek has over 25 years of experience in the construction and engineering industries across both Asia and Europe. He specialises in the preparation, negotiation and settlement of construction claims, as well as dispute mitigation and avoidance. As a consultant, Derek has acted in arbitrations relating to construction, civil engineering and process engineering disputes.
Derek's academic and professional qualifications coupled with his extensive experience of the construction process has lead him to be appointed as an Independent Expert Witness in Litigation and Arbitration both in Europe and in Asia and he is often called upon to undertake independent reviews of projects in the role of Project Neutral.
Derek earned a BSc in Quantity Surveying from Edinburgh Napier University, and a Master of Laws in Construction Law from the University of Strathclyde and a Postgraduate Diploma in International Commercial Arbitration from London University.
About Hill International
Hill International, with 3,600 employees in 110 offices worldwide, provides program management, project management, construction management and construction claims and consulting services. Engineering News-Record magazine recently ranked Hill as the 8th largest construction management firm in the United States.
For more information on Hill, please visit our website at www.hillintl.com.
Bayesian reliability demonstration test in a design for reliability processASQ Reliability Division
This presentation starts with an introduction of a DFR process. Then the challenges of reliability demonstration test (RDT) in the Validation phase will be illustrated by applying a classical RDT (CRDT) approach, which may require a large sample size to demonstrate the required high reliability at acceptable confidence levels. This is true in demonstration of the required reliability at subsystem or component level, after product reliability requirement allocation activity in the DFR process.
Bayesian reliability demonstration test (BRDT) approach can be adopted to significantly reduce sample size or testing duration. In the present work, we will enhance BRDT in several aspects:
We will show how BRDT can be an integrated part of the whole DFR process, by linking to FMEA, PoF, and reliability requirement flow down or allocation.
Successful application of a Bayesian approach depends on the prior experience or life data (testing or field) from previous generations of the product under design. However, there is a case when the product or design is totally new and there is no prior product life data from testing or field. It can be shown in our present work that BRDT can still be used successfully for a totally new product design and development, with the DFR process.
Bayesian reliability approaches involve challenging mathematical operations for engineers, like integrations needing numerical methods. We simplify the BRDT approach based on the prior distribution characteristics of reliability in a DFR process. The approach given in the present paper can be used very easily by engineers with any standard spreadsheet application calculation.
Three specific ways you can understand customer needs to reduce market risk. Presentation delivered at Society for Petroleum Engineers conference, May 2009.
This paper reviews and comments on the various considerations and approaches available to analysing and valuing disruption whilst comparing and contrasting the same with respect to the relative reliability of the methods of quantifying lost productivity and the cost and expertise generally required to record, prepare, and document the quantum of damages derived thereby.
Included within the paper is a framework from which the suitability of available approaches for analysing and quantifying the effects of disruption may be discerned. The selection process is primarily based on the availability of and the characteristics of that information available in connection with the project to be reviewed set against the degree of reliability associated with the method referenced.
About the Writer
Derek Nelson is Senior Vice President and Regional Managing Director in charge of Hill International's Asia Region. Derek has over 25 years of experience in the construction and engineering industries across both Asia and Europe. He specialises in the preparation, negotiation and settlement of construction claims, as well as dispute mitigation and avoidance. As a consultant, Derek has acted in arbitrations relating to construction, civil engineering and process engineering disputes.
Derek's academic and professional qualifications coupled with his extensive experience of the construction process has lead him to be appointed as an Independent Expert Witness in Litigation and Arbitration both in Europe and in Asia and he is often called upon to undertake independent reviews of projects in the role of Project Neutral.
Derek earned a BSc in Quantity Surveying from Edinburgh Napier University, and a Master of Laws in Construction Law from the University of Strathclyde and a Postgraduate Diploma in International Commercial Arbitration from London University.
About Hill International
Hill International, with 3,600 employees in 110 offices worldwide, provides program management, project management, construction management and construction claims and consulting services. Engineering News-Record magazine recently ranked Hill as the 8th largest construction management firm in the United States.
For more information on Hill, please visit our website at www.hillintl.com.
Bayesian reliability demonstration test in a design for reliability processASQ Reliability Division
This presentation starts with an introduction of a DFR process. Then the challenges of reliability demonstration test (RDT) in the Validation phase will be illustrated by applying a classical RDT (CRDT) approach, which may require a large sample size to demonstrate the required high reliability at acceptable confidence levels. This is true in demonstration of the required reliability at subsystem or component level, after product reliability requirement allocation activity in the DFR process.
Bayesian reliability demonstration test (BRDT) approach can be adopted to significantly reduce sample size or testing duration. In the present work, we will enhance BRDT in several aspects:
We will show how BRDT can be an integrated part of the whole DFR process, by linking to FMEA, PoF, and reliability requirement flow down or allocation.
Successful application of a Bayesian approach depends on the prior experience or life data (testing or field) from previous generations of the product under design. However, there is a case when the product or design is totally new and there is no prior product life data from testing or field. It can be shown in our present work that BRDT can still be used successfully for a totally new product design and development, with the DFR process.
Bayesian reliability approaches involve challenging mathematical operations for engineers, like integrations needing numerical methods. We simplify the BRDT approach based on the prior distribution characteristics of reliability in a DFR process. The approach given in the present paper can be used very easily by engineers with any standard spreadsheet application calculation.
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
Companies may soon have more flexibility in testing for impairment of indefinite-lived intangible assets, if changes exposed for comment by the FASB in January 2012 are adopted as proposed. This new proposal follows closely on the heels of guidance recently released for impairment tests of goodwill, and there are similarities in both the objectives and the overall approach. Like the guidance on goodwill, the proposal for other indefinite-lived intangible assets responds to concerns about the recurring cost and complexity of performing impairment tests, and the proposed relief includes an option to use qualitative assessments to determine when additional quantitative testing is necessary. This Messenger highlights the proposed changes that would apply to other indefinite-lived intangible assets, including trademarks, licenses and distribution rights.
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
Companies may soon have more flexibility in testing for impairment of indefinite-lived intangible assets, if changes exposed for comment by the FASB in January 2012 are adopted as proposed. This new proposal follows closely on the heels of guidance recently released for impairment tests of goodwill, and there are similarities in both the objectives and the overall approach. Like the guidance on goodwill, the proposal for other indefinite-lived intangible assets responds to concerns about the recurring cost and complexity of performing impairment tests, and the proposed relief includes an option to use qualitative assessments to determine when additional quantitative testing is necessary. This Messenger highlights the proposed changes that would apply to other indefinite-lived intangible assets, including trademarks, licenses and distribution rights.
P&C Claims Automation Solution - A Competitive AdvantageParagon Solutions
Paragon Solutions, Inc.
Mike Cloutier – Vice President Insurance Markets
http://www.consultparagon.com/industries/insurance/property-and-casualty.html
ACORD Conference May 15-17, 2012
Governance, Risk, and Compliance ServicesCapgemini
Capgemini’s integrated and centralized approach to Governance, Risk, and Compliance (GRC) breaks through traditional functional silos to deliver effective enterprise risk management and compliance as a continuous process. We help organizations manage a range of enterprise risks in the areas of IT, finance and accounting, operations, and regulatory compliance with flexible solutions comprised of a highly qualified CPA and CISA talent pool, innovative tools, and our unique collection of GPM best practice processes and controls.
Quality Management System & How it works in Practical project sites. Along with that brief idea about varied services and business tools in the field of Management Consultancy.
SWIFT and STP Consulting Solutions Jointly Provide Corporate Actions Business...Chris Kotsifas
Presentation provides a high level overview of SWIFT and STP Consulting Solutions joint offering to provide business assessments for firms\' corporate actions process.
Simplify Estimating & Pricing of Application ManagementFrank Vogelezang
Estimating Application Management is not simple because the scope of Application Management is more diffuse than the scope of a project. (Application Management is software that manages and monitors the availability and components of network-centered applications within an organization, such as e-mail, intranets and client/server).
When Application Management is outsourced to an IT service provider, both parties need to have a clear understanding what activities will be outsourced and what activities will remain with the outsourcing organization.
To make that easier, Ordina has developed Dynamic Delivery, which selects the best IT service model for Application Management.
When you have defined what activities are in scope for an Application Management service offering, you are able to use this model as a basis to estimate the related effort and cost. In this webinar, you will learn how Ordina was able to do this in a transparent way, based on experience data by:
- Combining the vision of their Service Component Model with the estimating power and references of SEER-IT.
- Translating the Service Component Model to WBS elements that are predominantly based on the knowledge bases within SEER-IT.
- Configuring the WBS elements to be able to estimate Application Management for Oracle EBS.
It shows how we converted our model for estimating application management into a working model using SEER for IT and SEER for Software knowledge bases.
You can find the webinar on: http://www.galorath.com/flash_presentations/appl_mgt_webinar040312_final/
It is crucial for businesses to audit their software test processes. This enables management to understand / evaluate if they are being adhered to. In cases where process deviation was accepted, it helps one to evaluate how the risks and impacts were measured and communicated. An audit will uncover what triggers major problems and early warning indicators are set in place to reduce risk.
Mindtree quality and test consulting addresses these issues by providing optimum solutions to help businesses audit their software test process.
SVP Advisors is an international management consulting firm for the Telecommunications, Media and Technology (TMT) sector, with expertise in regulation, economic modelling, business strategy and corporate finance.
Established by seasoned professionals in 2006, we have earned over time a solid reputation within the TMT sector thanks to our quantitative and practical approach to problem solving.
Our work combines various disciplines such as economics, econometrics, finance, accounting, marketing and engineering. Our international client base includes telecom operators, media and internet companies, telecom regulators, international organisations and financial institutions.
The Presentation is a part of Webinar held on 18-12-2011 and consists of the following topics:
1. PMP Quick Facts-What is PMP, PMI
2.How is Exam structurd and what are the associated expenses
3. What are Process Groups, Knowledge Areas and Processes
The Last Slide contains link to my site, where brief details about the topics mentioned in the presentation has been posted.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
how to sell pi coins at high rate quickly.DOT TECH
Where can I sell my pi coins at a high rate.
Pi is not launched yet on any exchange. But one can easily sell his or her pi coins to investors who want to hold pi till mainnet launch.
This means crypto whales want to hold pi. And you can get a good rate for selling pi to them. I will leave the telegram contact of my personal pi vendor below.
A vendor is someone who buys from a miner and resell it to a holder or crypto whale.
Here is the telegram contact of my vendor:
@Pi_vendor_247
USDA Loans in California: A Comprehensive Overview.pptxmarketing367770
USDA Loans in California: A Comprehensive Overview
If you're dreaming of owning a home in California's rural or suburban areas, a USDA loan might be the perfect solution. The U.S. Department of Agriculture (USDA) offers these loans to help low-to-moderate-income individuals and families achieve homeownership.
Key Features of USDA Loans:
Zero Down Payment: USDA loans require no down payment, making homeownership more accessible.
Competitive Interest Rates: These loans often come with lower interest rates compared to conventional loans.
Flexible Credit Requirements: USDA loans have more lenient credit score requirements, helping those with less-than-perfect credit.
Guaranteed Loan Program: The USDA guarantees a portion of the loan, reducing risk for lenders and expanding borrowing options.
Eligibility Criteria:
Location: The property must be located in a USDA-designated rural or suburban area. Many areas in California qualify.
Income Limits: Applicants must meet income guidelines, which vary by region and household size.
Primary Residence: The home must be used as the borrower's primary residence.
Application Process:
Find a USDA-Approved Lender: Not all lenders offer USDA loans, so it's essential to choose one approved by the USDA.
Pre-Qualification: Determine your eligibility and the amount you can borrow.
Property Search: Look for properties in eligible rural or suburban areas.
Loan Application: Submit your application, including financial and personal information.
Processing and Approval: The lender and USDA will review your application. If approved, you can proceed to closing.
USDA loans are an excellent option for those looking to buy a home in California's rural and suburban areas. With no down payment and flexible requirements, these loans make homeownership more attainable for many families. Explore your eligibility today and take the first step toward owning your dream home.
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Vighnesh Shashtri
In India, financial inclusion remains a critical challenge, with a significant portion of the population still unbanked. Non-Banking Financial Companies (NBFCs) have emerged as key players in bridging this gap by providing financial services to those often overlooked by traditional banking institutions. This article delves into how NBFCs are fostering financial inclusion and empowering the unbanked.
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
how to sell pi coins in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the contact information for my personal pi vendor.
Telegram: @Pi_vendor_247
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
2. Who is Partes?
New initiative in fleet risk management
Solid partners (accredited by FSMA n° 108332A)
More than 15 years in the fleet & insurance industry
Flexible solutions
Clear and measurable performance indicators
High quality service
Full transparency, no hidden margins
Competitive pricing
We have the experience and the drive to
reduce your Total cost of Fleet Risk
2
vrijdag 22 juli 2011
3. What do we offer(*)?
1. Risk Consulting 2. Benchmarking &
tendering
Reduce
your
TCO2
3. Implementation &
4. Claims management Interim management
(*) Only for fleetowners looking for best-in-class advice and services
3
vrijdag 22 juli 2011
4. 1. Risk Consulting 2. Benchmarking &
Reduce
tendering
your
TCO2 3. Implementation &
4. Claims management
Interim management
Unique methodology to evaluate your risk profile
Insurance-related costs amount to 20% of your fleet cost
Alternative risk financing, loss control and prevention measures are key
Analysis of operational and financial impact
Proven savings up to 20% on your fleet insurance cost
Immediate cost reduction (potentially on full fleet)
Long-term positive effect on TCO
Minimal impact on internal workload
vrijdag 22 juli 2011
5. 1. Risk Consulting 2. Benchmarking &
Reduce
tendering
your
TCO2 3. Implementation &
4. Claims management
Interim management
A P
A C Analyse Plan Act Check
Data gathering Sparring partner Decisiontaking Finetuning
Implementation procedures
Interview with Evaluate
stakeholders & negotiation
alternatives Turnover control
Financial & SLA with
Risk assessment Install KPI
operational suppliers
Process review SWOT Communication Evaluation
Our APAC approach delivers the results you need
vrijdag 22 juli 2011
6. 2. Benchmarking &
1. Risk Consulting
Reduce
tendering
your
TCO2 3. Implementation &
4. Claims management Interim management
Tender result (weighted scores)
Market knowledge brings speed, 150
transparency and clear goals 125
Proven methodology at local and 100
international level 75
50
Experts talking to experts 25
Quantitative & qualitative evaluation 0
Supplier A Supplier B Supplier C Supplier D Supplier E
(pricing and services)
Pricing Services Response
Quality Staff Compliance
Objective weighting of tender results Profit share Long-term
Premium distribution
Accident frequency
CY 1 70,0
CY 2 52,5
You
Efficient process delivering the
35,0
CY 4 17,5
results you are looking for CY 5
0
0% 25% 50% 75%100% Cy 1Cy 2 You Cy 4Cy 5
vrijdag 22 juli 2011
7. 2. Benchmarking
1. Risk Consulting & tendering
Reduce
your
TCO2
4. Claims management
3. Implementation &
interim management
Putting theory into practice (hands-on & end-to-end)
Car policy adaptation
Negotiations with lease companies
Change management
Process review with all parties involved (internal and external)
Formalizing SLA and KPI measurement
Transfer of responsibility to company management
Project approach with pre-determined
deadlines & goals
vrijdag 22 juli 2011
8. 2. Benchmarking &
1. Risk Consulting Reduce tendering
your
TCO2
3. Implementation &
Interim management
4. Claims management
Pre-Incident Incident Post-Incident
✓ Risk Audit Assessment Management reporting
✓ Vehicle monitoring Lead time follow-up Community management
✓ (Eco)-Driver training Average repair cost De-briefing of drivers
✓ Car Policy advice & Reduce workload Driver contribution
benchmarking
E-Invoicing Benchmarking
✓ Creating risk awareness
End-of-contract Crashfree culture
Reduce the whole life cost (Long-term effect)
100,0
75,0
50,0
25,0
0
2010 2011 2012 2013
8
vrijdag 22 juli 2011
9. 2. Benchmarking &
1. Risk Consulting Reduce tendering
your
TCO2
3. Implementation &
Interim management
4. Claims management
Se r vi c es Platfo rm
Call center 24/7
24/7 availability
Repair coordination Real-time data exchange
Password protected web-
access for all parties
Claims management
Community approach
Task management
Control & reporting
E-invoicing
Loss prevention
9
vrijdag 22 juli 2011
29. PSA Finance - exemple de rapportage 24-11-10
NUMBER OF ACCIDENTS
Number of accidents Year Total cost of damages
Vehicle type 2007 2008 2009 2010
Passenger car 56 348 429 522 Sum of Total damage amount Year
Truck 4 16 12 Responsibility 2007 2008 2009 2010 Grand Total
LCV 72 615 1352 779 0 218.910 1.081.829 1.161.373 1.723.389 4.185.501
Motorbicyle 8 21 20 21 50 5.788 14.448 58.179 32.786 111.201
Motorcyle 2 75 3.981 8.591 12.572
Grand Total 138 988 1817 1334 100 88.383 645.023 1.048.708 344.473 2.126.587
Single-sided 26.288 197.542 943.356 232.126 1.399.311
TOTAL FLEET 2007 2008 2009 2010 Grand Total 339.369 1.942.822 3.220.207 2.332.773 7.835.171
Passenger car 450 550 750 850
Truck 10 20 30 30
LCV 243 643 1543 1320
Total damage cost (TPL+Casco)
Motorbicycle 75 75 70 64
Total fleet 778 1288 2393 2264
Grand
2007 2008 2009 2010 Total
4.185.501
2007 2008 2009 2010 1.723.389
Passenger car 12% 63% 57% 61%
Truck 0% 20% 53% 40%
1.161.373
LCV 30% 96% 88% 59%
Motorbicycle 11% 28% 29% 33%
Total fleet 18% 77% 76% 59% 1.081.829
218.910
0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000
Accident frequency per vehicle type!
120%
100%
50 75 100 Single-sided
80%
60%
40%
20% Average of Total damage amount Year
Responsibility 2007 2008 2009 2010 Grand Total
0% 0 2.807 2.168 1.962 2.094 2.101
Passenger car Truck LCV Motorbicycle Total fleet
50 1.929 2.064 2.238 2.342 2.224
2007 12% 0% 30% 11% 18% 75 1.990 8.591 4.191
2008 63% 20% 96% 28% 77% 100 2.389 1.822 2.085 2.194 2.023
2009 57% 53% 88% 29% 76% Single-sided 1.314 1.568 1.365 689 1.192
Grand Total 2.459 1.966 1.776 1.753 1.835
2010 61% 40% 59% 33% 59%
vrijdag 22 juli 2011
30. PSA FINANCE - Exemple de rapportage
Number of open claims
Open vs closed vs on hold
Count of Status Status 2500
On hold Closed Open Grand Total
N 2259 81 2340 2000
Y 1937 1937 1500
Grand Total 2259 2018 4277
1000
500
Percentage open vs closed
0
Closed Open
Count of Status Status
On hold Closed Open Grand Total N 2259 81
N 96,54% 3,46% 100,00% Y 1937
Y 0,00% 100,00% 100,00%
Grand Total 52,82% 47,18% 100,00%
Evolution open vs closed
Percentage 'On hold' 2000
1800
Count of Status Status 1600
On hold Closed Open Grand Total 1400
N 100,00% 4,01% 54,71% 1200
Y 0,00% 95,99% 45,29% 1000
Grand Total 100,00% 100,00% 100,00% 800
600
400
200
0
2007 2008 2009 2010
Open 51 513 653 801
Closed 87 475 1164 533
vrijdag 22 juli 2011
31. PSA FINANCE - Exemple rapportage
PSA Finance - exemple de rapportage 24-11-10
Responsibility (Show All)
Total cost of damages Year
Data 2007 2008 2009 2010 Grand Total
Sum of Casco Payments Year Sum of TPL Reserve 52.617 355.500 226.667 281.562 916.346
Responsibility 2007 2008 2009 2010 Grand Total Sum of TPL Payments 115.823 219.098 589.329 57.288 981.537
0 32.368 105.297 327.946 695.868 1.161.478
168.440 574.598 815.996 338.850 1.897.883
50 2.682 5.440 18.470 2.866 29.458
75 1.864 5.216 7.081
100 22.380 212.210 454.266 75.649 764.505 Responsibility (Show All)
Single-sided 17.956 110.303 480.470 125.538 734.267
Grand Total 75.385 435.114 1.286.369 899.921 2.696.789 Year
Data 2007 2008 2009 2010 Grand Total
Sum of Casco reserve 62.250 627.250 370.000 482.500 1.542.000
Sum of Casco Payments 75.385 435.114 1.286.369 899.921 2.696.789
Total amount of casco payments
137.635 1.062.364 1.656.369 1.382.421 4.238.789
1400000
1200000 Evolution TPL reserve-payments
1000000
2010
800000
600000 2009
400000
200000 2008
0
2007
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
2007 2008 2009 2010 Sum of TPL Reserve Sum of TPL Payments
Evolution Casco reserve-payments
Average of Casco Payments Year
Responsibility 2007 2008 2009 2010 Grand Total
0 899 932 777 1.214 1.015
50 894 907 923 955 921
75 932 5.216 2.360
100 895 907 1.095 1.544 1.057
Single-sided 898 904 1.070 1.768 1.109
Grand Total 897 912 984 1.293 1.052
Year
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Sum of Casco reserve Sum of Casco Payments
vrijdag 22 juli 2011
32. Casco cost per group company
Casco cost per group company
Year 'Casco reserve
E
Company Data 2007 2008 2009 2010 Grand Total 'Casco Payments
A 'Casco Payments 12.646 99.370 268.135 187.937 568.088
'Casco reserve 15.500 142.500 75.500 99.000 332.500 'Casco reserve
D
B 'Casco Payments 26.927 89.983 288.484 170.610 576.003
'Casco Payments
'Casco reserve 14.250 135.000 74.000 94.750 318.000
C 'Casco Payments 15.088 95.336 247.114 196.455 553.992 'Casco reserve
'Casco reserve 13.750 122.500 72.000 103.000 311.250
C
'Casco Payments
D 'Casco Payments 8.186 74.216 269.922 207.054 559.378
'Casco reserve 10.000 129.250 94.250 120.500 354.000 'Casco reserve
E 'Casco Payments 12.538 76.208 212.714 137.866 439.327
B
'Casco reserve 8.750 98.000 54.250 65.250 226.250 'Casco Payments
Total 'Casco Payments 75.385 435.114 1.286.369 899.921 2.696.789 'Casco reserve
Total 'Casco reserve 62.250 627.250 370.000 482.500 1.542.000
A
'Casco Payments
0 100,000 200,000 300,000 400,000 500,000 600,000 700,000
2007 2008 2009 2010
Evolution of average casco cost
1,600
Evolution of average casco cost
1,400
1,200
Average of Casco Payments Company 1,000
Year A B C D E Grand Total
2007 903 898 888 910 896 897 800
2008 965 882 908 894 907 912 600
2009 1.001 1.068 886 996 971 984
400
2010 1.261 1.273 1.424 1.336 1.149 1.293
Grand Total 1.064 1.075 1.028 1.080 1.005 1.052 200
0
A B C D E
2007 2008 2009 2010
Casco spread across companies
Casco spread across group companies 16%
21%
Year (Show All)
21%
Data 21%
Company Payments' Reserve
A 21,07% 21,56% 21%
B 21,36% 20,62%
C 20,54% 20,18%
D 20,74% 22,96%
E 16,29% 14,67% A B C D E
Grand Total 100,00% 100,00%
vrijdag 22 juli 2011
36. Why Partes?
M a r k e done it k n o w l e d g e
Because...we have t before...
Because n are (pro)active...
D y we a m i c
Because we try i b l e
F l e x harder...
Because we c e s s tools... r i v e n
P r o have the right d
Because p haver i right people...e d
E x we e the e n c
Because c do nothing else...
F o we u s s e d
Because time is i e n t
E f fi c still money...
36
vrijdag 22 juli 2011