KLB Group is a European leader in operational consulting, purchasing, and supply chain management. It provides talent services for purchasing and supply chain functions, including supplying purchasing consultants, teams, and project managers. KLB Group has expertise in strategic purchasing, operational purchasing across various categories, and a strong purchasing methodology.
Presentation for Lean Kanban BeNeLux 2011
Some organizations work in a simple, stable business environment with simple, stable and consistent business goals. Other organizations have to deal with a complex, fast changing business environment where business goals may be contingent or even contradictory. In this workshop we explore how our current models for improvement are well equipped for simple and stable business environments but fail to cope with the complexities of today’s fast changing business. We discuss how we need to move beyond the current single- and multi-model improvement theory towards a thorough understanding of complex business challenges and situational improvement based on lean adaptive principles.
We discuss the case of a software product company that is faced with complex – and possibly contradictory – business challenges. A previous improvement initiative based on CMMI and Scrum did measurably improve the process of the development group but – as seems to be so often the case - failed to go beyond a local one-shot point improvement:
1) it did not sufficiently involve upstream and downstream stakeholders such as product management and support (and ultimately the customers and users);
2) it did not sufficiently differentiate between different kinds of developments leading to one-size-fits-all processes that actually fit no development very well;
3) it did not provide the insight to take on complex business challenges.
In order to tackle the above issues we decided to work on three fronts at the same time:
1. End-to-end flow (lean): Use Kanban to create flow in the end-to-end value stream starting from initial ideas up until actual implementation. The end-to-end-flow takes into account both value discovery (understanding the value) and value delivery (delivering the value).
2. Tailored project management (adaptive): Use a sense-making framework (based on Cynefin) to differentiate between developments where the value is clear enough to go almost directly into value delivery (linear flow), and developments where the value uncertainty mandates iteration between value discovery and value delivery (iterative flow).
3. Organizational maturity (management): Create a continuous improvement culture that works both bottom-up and top-down. Use Kanban to create a continuous improvement and high-maturity culture from the bottom-up. Use CMMI appraisals as a yardstick to measure organizational progress top-down in order to avoid that local improvements get stuck locally. And most of all, use tailored project management to simultaneously manage bottom-up and top-down improvements to match complex business goals.
Presentation for Lean Kanban BeNeLux 2011
Some organizations work in a simple, stable business environment with simple, stable and consistent business goals. Other organizations have to deal with a complex, fast changing business environment where business goals may be contingent or even contradictory. In this workshop we explore how our current models for improvement are well equipped for simple and stable business environments but fail to cope with the complexities of today’s fast changing business. We discuss how we need to move beyond the current single- and multi-model improvement theory towards a thorough understanding of complex business challenges and situational improvement based on lean adaptive principles.
We discuss the case of a software product company that is faced with complex – and possibly contradictory – business challenges. A previous improvement initiative based on CMMI and Scrum did measurably improve the process of the development group but – as seems to be so often the case - failed to go beyond a local one-shot point improvement:
1) it did not sufficiently involve upstream and downstream stakeholders such as product management and support (and ultimately the customers and users);
2) it did not sufficiently differentiate between different kinds of developments leading to one-size-fits-all processes that actually fit no development very well;
3) it did not provide the insight to take on complex business challenges.
In order to tackle the above issues we decided to work on three fronts at the same time:
1. End-to-end flow (lean): Use Kanban to create flow in the end-to-end value stream starting from initial ideas up until actual implementation. The end-to-end-flow takes into account both value discovery (understanding the value) and value delivery (delivering the value).
2. Tailored project management (adaptive): Use a sense-making framework (based on Cynefin) to differentiate between developments where the value is clear enough to go almost directly into value delivery (linear flow), and developments where the value uncertainty mandates iteration between value discovery and value delivery (iterative flow).
3. Organizational maturity (management): Create a continuous improvement culture that works both bottom-up and top-down. Use Kanban to create a continuous improvement and high-maturity culture from the bottom-up. Use CMMI appraisals as a yardstick to measure organizational progress top-down in order to avoid that local improvements get stuck locally. And most of all, use tailored project management to simultaneously manage bottom-up and top-down improvements to match complex business goals.
Deciding Which Vendors To Work With
for Online Retailing for Online Retailing.
6 things you need to know, including;
• Before selecting
vendors know your internal context!
•Include context and
industry specific criteria
in an RFP’
•Introduce Performance
as a selection criteria wherever possible
•Travel light!
•Evaluate the Fuzzies!
•An insiders view..
integrating agile in a waterfall world, a presentation from the PMI Global Congress, North America, 2011
To hear the audio go to whitewaterprojects.com
Importance And Role Of Product Management To The Success Of Your Company Moderated by Cindy F. Solomon, Presented by Brian Lawley Part of AIPMM Webinar Series
AIPMM Webcast: Importance & Role Of Product Management To Your Company's SuccessAIPMM Administration
Speaker: Brian Lawley, 280group
What key factors must be present to build insanely great products
Why Products Fail 70% to 90% of the time and what to do about it
The role of Product Management and Product Marketing
What are the foundations (process, people and information) a company must provide, to build insanely great products and services
AIPMM Membership benefits include the national Product Management Educational Conference, regional conferences, the Career Center, peer Forums, tools, templates, publications and eligibility to enroll in the Certification Programs. The Agile Certified Product Manager® (ACPM), Certified Product Manager® (CPM), Certified Product Marketing Manager® (CPMM), Certified Brand Manager® (CBM), and Certified Innovation Leader (CIL) programs allow individual members to demonstrate their level of expertise and provide corporate members an assurance that their product professionals are operating at peak performance.
http://www.AIPMM.com
Subscribe: http://www.aipmm.com/subscribe
LinkedIn: http://www.linkedin.com/company/aipmm
Membership: http://www.aipmm.com/join.php
Certification: http://aipmm.com/html/certification
Webinar Series: http://aipmm.com/aipmm_webinars/
Articles: http://www.aipmm.com/html/newsletter/article.php
Moderated by Cindy F. Solomon, CPM, CPMM
Founder, Global Product Management Talk @ProdMgmtTalk
http://www.prodmgmttalk.com
http://bit.ly/nbw9Yr
In context of applying to Startup Life I concluded a portfolio of my projects in business development and sales. I hope the presentation also gives insight on my personality, interests and secret weapons!
TechInventio's vission is to be recognized among the top 100 companies in India providing innovative business and technology solutions to global end-user markets.
KLB group: Supplier risk management - Gestion du risque fournisseurKLB Group
La sécurisation fournisseur ou la gestion des risques de défaillance
« 1 M€ ou je détruis votre stock et votre outillage !!!»
« +75% d’augmentation des prix unitaires, ou je dépose mon bilan »
Qui, en cette période difficile pour les sous-traitants, n’a pas la crainte de se retrouver confronté à cette menace de la part d’un de ses sous-traitants qui n’a plus rien à perdre?
Comment s’y prémunir ? Comment se protéger ?
Avec 70 000 défaillances d’entreprises redoutées en 2009 soit une hausse de 20% par rapport à 2008, la probabilité de voir l’une d’elle parmi ses fournisseurs augmente d’autant. Cette vague touchant les grandes comme les petites entreprises....
Deciding Which Vendors To Work With
for Online Retailing for Online Retailing.
6 things you need to know, including;
• Before selecting
vendors know your internal context!
•Include context and
industry specific criteria
in an RFP’
•Introduce Performance
as a selection criteria wherever possible
•Travel light!
•Evaluate the Fuzzies!
•An insiders view..
integrating agile in a waterfall world, a presentation from the PMI Global Congress, North America, 2011
To hear the audio go to whitewaterprojects.com
Importance And Role Of Product Management To The Success Of Your Company Moderated by Cindy F. Solomon, Presented by Brian Lawley Part of AIPMM Webinar Series
AIPMM Webcast: Importance & Role Of Product Management To Your Company's SuccessAIPMM Administration
Speaker: Brian Lawley, 280group
What key factors must be present to build insanely great products
Why Products Fail 70% to 90% of the time and what to do about it
The role of Product Management and Product Marketing
What are the foundations (process, people and information) a company must provide, to build insanely great products and services
AIPMM Membership benefits include the national Product Management Educational Conference, regional conferences, the Career Center, peer Forums, tools, templates, publications and eligibility to enroll in the Certification Programs. The Agile Certified Product Manager® (ACPM), Certified Product Manager® (CPM), Certified Product Marketing Manager® (CPMM), Certified Brand Manager® (CBM), and Certified Innovation Leader (CIL) programs allow individual members to demonstrate their level of expertise and provide corporate members an assurance that their product professionals are operating at peak performance.
http://www.AIPMM.com
Subscribe: http://www.aipmm.com/subscribe
LinkedIn: http://www.linkedin.com/company/aipmm
Membership: http://www.aipmm.com/join.php
Certification: http://aipmm.com/html/certification
Webinar Series: http://aipmm.com/aipmm_webinars/
Articles: http://www.aipmm.com/html/newsletter/article.php
Moderated by Cindy F. Solomon, CPM, CPMM
Founder, Global Product Management Talk @ProdMgmtTalk
http://www.prodmgmttalk.com
http://bit.ly/nbw9Yr
In context of applying to Startup Life I concluded a portfolio of my projects in business development and sales. I hope the presentation also gives insight on my personality, interests and secret weapons!
TechInventio's vission is to be recognized among the top 100 companies in India providing innovative business and technology solutions to global end-user markets.
KLB group: Supplier risk management - Gestion du risque fournisseurKLB Group
La sécurisation fournisseur ou la gestion des risques de défaillance
« 1 M€ ou je détruis votre stock et votre outillage !!!»
« +75% d’augmentation des prix unitaires, ou je dépose mon bilan »
Qui, en cette période difficile pour les sous-traitants, n’a pas la crainte de se retrouver confronté à cette menace de la part d’un de ses sous-traitants qui n’a plus rien à perdre?
Comment s’y prémunir ? Comment se protéger ?
Avec 70 000 défaillances d’entreprises redoutées en 2009 soit une hausse de 20% par rapport à 2008, la probabilité de voir l’une d’elle parmi ses fournisseurs augmente d’autant. Cette vague touchant les grandes comme les petites entreprises....
Transition Organisationnelle et Accompagnement au ChangementRomain Couturier
Des pressions externes grandissantes poussent les entreprises à changer leurs organisations pour s\’adapter et
développer la réactivité. Les SI, eux aussi sont impactés. L\’agilité devient une alternative pertinente pour accélérer la
mise en oeuvre de produits et sécuriser les développements.
Premier challenge : définir l\’organisation agile adaptée au contexte de votre entreprise.
Mais au-delà, la réelle complexité réside dans l\’implication des hommes à tous les échelons. L\’évolution des
habitudes de travail doit être couplée à l\’évolution des habitudes de conception des solutions informatiques. Nous
vous proposons un premier cadre de réflexion sur la transition organisationnelle nécessaire au déploiement de
l\’agilité.
Observatoire des KPI - édition 2014 - principaux résultatsGinger
Ce document présente les principaux résultats de la première édition de l'Observatoire des KPI.
Créé par Dufresne Corrigan Scarlett, en association avec l'UDA (Union des Annonceurs) et l'Adetem (association française des professionnels de marketing), cette enquête a été menée auprès de 115 annonceurs français.
Les objectifs :
* mesurer la connaissances de plus de 90 KPI marketing
* identifier les indicateurs stratégiques des direction marketing et communication.
* analyser la maturité des annonceurs en termes d'analyse du ROI des actions marketing.
Retrouvez la synthèse sur le site de Ginger, rubrique Sondages.
Top 10 kp is pour maximiser ses ventes en lignePrestaShop
Taux de conversion, panier moyen, paniers abandonnés, trafic, prévisions … Autant d’indicateurs de performances à suivre de très près pour développer vos ventes. Réunissez toutes les conditions pour faire de votre site e-commerce un générateur de business en ligne.
Process improvers company presentatie uk versionMarcel Kok
Get started....
Process Improvers wants to help your organization to get the most out of your Supply Chain. We have a proven track record in the world of Supply Chain Consultancy, Process Improvement, Recruitment and Executive Search. Visit our website www.processimprovers.nl.
Retail Domestic Business Services (BPO) in India - Future group experienceRajiv Prakash
This is a presentation made at the Domestic Business Services session at the NASSCOM BPO Summit held in Bangalore in June 2009. The presentation describes the experience of India's leading retail group, Future Group in creating a new venture - Future Knowledge Services to provide retail business and technology services to the group. The presentation also presents perspectives on Domestic BPO in India and business services/BPO in the retail sector. It also showcases diverse new technology enabled business capabilities developed for the retail business - a critical requirement for new retail businesses in India.
Networking and career search discusion documentdtorgerson
I've organized my search into a way that I can communicate to both people familiar with technology delivery and those that may not. Outside of a resume, this document communicates specific areas where I will make a positive impact for my next employer
True North Equities acquires, develops and grows small to mid-size companies serving public sector markets. We provide a full range of services to members companies and clients to help them realize full-growth potential.
2. Summary
KLB Group : Key data
KLB Group : Performance Improvement – Purchasing / Supply Chain
Area of competencies – Talent Services
Why KLB Group ?
Your Contact KLB Group
KLB Group – 5 St. John’s Lane, London, EC1M 4BH - 0207-549-3591 2
3. KLB Group : Key data
Founded in 1995, KLB Group is the European leader in operational consulting, purchasing and
supply chain.
The company has a worlwide presence with offices in France, Great Britain, Germany, Spain,
Canada and China as well as an outsourcing structure in Mauritius.
More than 330 consultants specialised in Purchasing and Supply Chain with various experience
and expertise.
Turn Over Evolution (Global) :
The KLB Group ‘know how’ is divided in 2 activities and 4 knowledge centres
KLB Group – 5 St. John’s Lane, London, EC1M 4BH - 0207-549-3591 3
4. KLB Group: Performance Improvement –
Purchasing & Supply Chain
SUPPLY CHAIN Department PURCHASING Unit
Talent Cost Talent
Consulting Services reduction Services
Projects : Optimise the Projects : Provide supplier, Projects : Costs Projects : Provide specific
transactions (internal and SAP manager, logistic optimization for each competencies adapted
external), freight manager, Project type of purchases (cost and dedicated to each
management, inventory Manager on-site or not killing) and realize your client.
management, planning sourcing (sourcing on
(supply and demand) and demand)
storage solutions
KLB Group capitalize on the expertise and develop the talent that can
adapt to fit your projects and purchasing team.
KLB Group – 5 St. John’s Lane, London, EC1M 4BH - 0207-549-3591 4
5. Talent Services
• Purchasing strategy deployment
• Supplier scoring tools creation
• Creation and implementation of
analysing tools to measure purchase
performances
Strategic • Development and training of
Purchase purchasing e-tools.
• Set-up of global synergies
KLB can provide you in
the UK or overseas:
• Supplier market study
• Benchmarking (internal and/or a purchasing
external…)
consultant
a purchasing team
• Full purchasing process :
• Sourcing, RFI / RFQ
a buyer / project
• Writing and optimization of purchasing
specifications,
Manager
• Implementing tender processes
Operational • Purchasing platform deployment
purchase • Analysis and selection,
• Contract
• Supplier Management (Management &
Development)
• Purchasing project management
(Project Buyer or Project manager)
KLB Group – 5 St. John’s Lane, London, EC1M 4BH - 0207-549-3591 5
6. Purchasing professional services
Production purchase Non-production
commodities purchase categories
Machining parts Purchase (Metallic and IT (Software, Hardware, Telecommunications &
Plastic) Intellectual services
Electric or electronic components Marketing (BTL, ATL, TTL, Digital, Print, Email &
purchasing Creative agencies)
Raw Materials Purchasing Energy
Production or assembly out-sourcing Travel & Entertainment
Industrial equipments (Machinery, Tools, Facilities Management (Both Hard & Soft)
Pumps, Piping, Boiler making, Plumbing, Professional / HR Services, (Temp and Perm
instrumentation…) Labour, Legal, Occupational Health, Training, etc)
Industrial provision (Maintenance, Study, Logistics
Specific cleaning, regulations)
KLB Group – 5 St. John’s Lane, London, EC1M 4BH - 0207-549-3591 6
7. Our Presence in the market
KLB Group – 5 St. John’s Lane, London, EC1M 4BH - 0207-549-3591 7
9. Why KLB Group ?
Various useful and relevant references during our projects (benchmarks, sourcing list, references…)
Unbiased &
KLB Group is an independent consulting company compared to our background customer/supplier
Impartial Service
KLB Group has over 15 years experience of leading various Procurement projects for some of the
Experiences worlds largest companies, who have very specific needs and complex requirements.
This knowledge enables us to capitalise on skills and correct practices through KLB Group’s shared
knowledge database.
Purchasing Several experts in different categories (both Direct & Indirect) : Marketing, IT, Energy, Professional /
expertise HR Services, Travel & Entertainment, etc.
Consultants specifically employed for their strategic expertise and operational experience .
A strong purchasing methodology
A wide network between consultants, buyers and suppliers.
Permanent KLB employees that are here to work on your projects for the life of the project
Our Added
A reduced financial responsibility
Value
A knowledge base of over 350 procurement professionals on hand to solve almost any procurement situation.
An instant pool of talent ready to work with you when you need it.
A highly adaptable team, offering you a tailor made service to exactly fit your requirements.
KLB Group – 5 St. John’s Lane, London, EC1M 4BH - 0207-549-3591 9
10. Your contact KLB Group
James Driver
Talent Services Manager - UK
jdriver@klb-group.com
Mobile : 07795 59 59 20
www.klb-group.com
5 St. John’s Lane, London, EC1M 4BH
Tel : +44(0)20 7549 3591 - Fax : +44(0)20 7549 3593
If you need any additional informations, please, contact me directly
KLB Group – 5 St. John’s Lane, London, EC1M 4BH - 0207-549-3591 10