PPPFA forum
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The document discusses regulations regarding preferential procurement in South Africa, specifically: 1) New regulations were approved in June 2011 to align the Preferential Procurement Policy Framework Act (PPPFA) and Broad-Based Black Economic Empowerment (BBBEE) Act, which will have wide-reaching implications. 2) The PPPFA takes effect in December 2011 and changes the point system to incorporate BBBEE compliance, using 80/20 and 90/10 preference point systems for procurement above certain thresholds. 3) The regulations provide guidance on evaluating bids, awarding contracts, subcontracting requirements, and establishing BEE strategies and preferential procurement processes.
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The document discusses various strategy and performance management topics including what strategy is, the components of strategy, basic strategies like product differentiation and cost leadership, implementing strategy using the balanced scorecard with financial, customer, internal processes, and learning & growth perspectives, reengineering business processes, and evaluating strategy using changes in operating income. It also distinguishes between engineered and discretionary costs and discusses how to manage unused capacity by attempting to eliminate it or use it to grow revenue.
MP
The marketing plan aims to expand the heating and cooling company's commercial sector operations over three years. Key strategies include launching a three-pronged promotional approach, reducing customer acquisition costs, and expanding the client base by 30% in the first year. Market research will analyze competitors and customer satisfaction ratings. The budget allocates funds towards marketing, promotions, research, and overheads to achieve sales growth targets and cost reductions.
Procurement Ft Sample
The document outlines a typical procurement transformation journey from basic functionalization to achieving procurement excellence. It involves developing strategic sourcing processes, category strategies, and integrated source-to-pay processes and technologies over 4-5 years. The vision is to establish a center of excellence that delivers world-class procurement capabilities by maximizing value, delivering benchmark performance, leveraging technologies, and developing a high-performing team.
Management Control System
This document discusses management control systems and responsibility centers. It defines different types of responsibility centers like cost centers, revenue centers, and profit centers. It also discusses different performance measures used to evaluate responsibility centers like ROI, ROA, and MVA. The document discusses in detail concepts like return on investment, residual income, and economic value added which are used to measure the performance of investment centers. It also talks about transfer pricing and different methods used to determine internal transfer prices between divisions of a company.
Miscellaneous Topics
This document discusses various modern management concepts including: Activity Based Costing (ABC) which determines costs without distortion and provides relevant information; Direct Product Profitability (DPP) which measures individual retail item profitability; Customer Profit Analysis (CPA); Pareto Analysis and the 80/20 rule for prioritizing issues; the value chain model of primary and support activities; benchmarking which compares performance to best in class; the balanced scorecard framework of financial, customer, internal processes, and innovation perspectives; and non-financial performance indicators such as quality, customer satisfaction, and innovation.
Revisionon g business
The document discusses various topics related to business management including:
1. The purpose of business is to optimize shareholder return through providing goods/services. Ownership considerations include control and profit distribution.
2. Business activities include generating ideas, raising capital, employing workers, marketing goods, and maintaining records. Common business entities include limited companies, partnerships, and sole proprietorships.
3. Business management involves contemporary issues like technology, customer satisfaction, and global competition. Strategic management includes scanning the environment, defining objectives, formulating strategies, implementing strategies, and evaluating performance.
Stretch Ariba Commerce Strategic Procurement
The document discusses best practices for strategic procurement, including setting high ambitions and maturity levels. It outlines key activities for procurement transformation like spend optimization and process optimization. It also discusses category management, contract management, compliance, and success factors for transforming procurement like clear long-term plans, communication, capabilities, and celebrating wins.
Cost of quality
The document discusses the concept of cost of quality and its components. It defines cost of quality as the sum of the cost of conformance and cost of non-conformance. The cost of conformance includes prevention costs, which are costs associated with planning quality activities before production, and appraisal costs, which are costs associated with measuring quality. The cost of non-conformance includes internal failure costs, which are costs due to defects found before delivery, and external failure costs, which are costs due to defects found by customers after delivery. The document provides examples of activities and costs included in each component of cost of quality. It also discusses how analyzing cost of quality data can help identify quality improvement opportunities and priorities.
Cost of quality
The document discusses cost of quality and its categories. It explains that cost of quality refers to the costs incurred to prevent non-conformance and the costs associated with poor quality. There are two main categories - costs of achieving good quality like prevention and appraisal costs, and costs of poor quality like internal and external failure costs. Measuring these costs helps identify opportunities to improve quality and reduce costs. It provides an example of measuring quality costs at a motor company over four years which showed prevention costs increasing and overall quality costs decreasing as quality improved.
Improvements And Gainsharing Oba March 8 2010
Improvements and Gain Sharing: Encouraging quality improvements and cost saving in IT; calculations; draft clauses
Pmi Tvo 030508
The document discusses a process for managing an IT project portfolio using Total Value of Ownership (TVO). It describes how TVO can provide metrics for assessing technology delivery systems, user productivity, benefits, and ROI. TVO considers both IT and business metrics to determine the overall value of IT investments and help optimize spending. The process involves establishing a baseline, analyzing proposed initiatives and potential what-if scenarios, and ongoing support to evaluate the portfolio.
The BEE Challenge
An exploration of diverse issues that need to be addressed simultaneously to achieve true economic empowerment for the previously disadvantaged in South Africa
Introduction to Corporate and Functional Objectives
This document discusses corporate and functional objectives in business strategy. It defines corporate objectives as those that relate to the business as a whole and provide strategic focus, measure overall performance, inform decision-making, and set the direction for more detailed functional objectives. Functional objectives are set for each major business function and are designed to ensure the achievement of corporate objectives. The relationship between the two is that functional objectives act as servants to achieve the master corporate objectives. An example hierarchy moves from a corporate objective of increasing market share to a functional objective of successfully launching new products to achieve that goal. Objectives should also be SMART - specific, measurable, achievable, relevant and time-bound.
Rajat_Monga -Resume V04
Rajat Monga has 9 years of experience in IT pricing, finance, and transaction advisory. He currently works as a Senior Manager of Pricing and FP&A at EXL Service, where he leads pricing for the insurance vertical. He is responsible for pricing RFPs, contract renewals, and financial forecasting. Previously, he worked at HCL Technologies as an Associate Manager, evaluating large deals over $25M. He has a Bachelor's in Commerce from Delhi University and is a Chartered Accountant.
Tax credits for technology-related business
This is the presentation on government funding for technology-related business I gave at MIGS, game developers summit in Montreal, in November 2009.
Competition Briefing - Open Digital Solutions for Net Zero Energy
This briefing provided more information on the scope and application process for Innovate UK's Small Business Research Initiative (SBRI) competition to develop open software, hardware and data solutions that address the challenges of transforming to a net zero energy system in the UK.
UEDA MEP Presentation Nov 2008. Final
The Manufacturing Extension Partnership (MEP) provides business assistance to US manufacturers through a network of 59 centers across the country. MEP assesses performance at multiple levels - client impacts, center performance, and overall program performance. Key metrics include sales, cost savings, jobs created for clients. MEP evaluates centers annually based on metrics like impacts achieved and clients served relative to funding. Studies also evaluate long-term impacts on client competitiveness and regional economic effects. MEP aims to strengthen US manufacturing through improving business practices and connecting manufacturers to resources.
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-- June 2024 is National Volunteer Month --
Check out our June display of books on voluntary organisations
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
一比一原版新西兰奥塔哥大学毕业证（otago毕业证）如何办理
一模一样【微信：A575476】【新西兰奥塔哥大学毕业证（otago毕业证）成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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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.
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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PPPFA forum
- 1. Preferential Procurement Policy Framework Act Leila Moonda
- 2. Preferential Procurement Policy Framework Act Regulations and BBBEE
- 16. Awarding of points 80:20 points system BEE Level Number of points 1 20 2 18 3 16 4 12 5 8 6 6 7 4 8 2 Non-Compliant 0
- 17. Awarding of points 90:10 points system BEE Level Number of points 1 10 2 9 3 8 4 5 5 4 6 3 7 2 8 1 Non-Compliant 0
- 31. Procurement and preferential procurement
- 33. Procurement vs. Preferential Procurement Procurement Preferential Procurement Cost Cost + Service Service - Quality Quality - vs
- 34. Total Cost of Ownership Acquisition cost Change Cost Operating Cost TCO
- 35. Total BEE Cost of Ownership Acquisition cost Change Cost BEE Cost Operating Cost TCO
- 38. Developing a BEE Strategy
- 39. Dynamics of BEE Time BEE Score Your BEE score Pressure from competitors, customers, public perception…. Limit of your BEE capabilities Practical minimum score 30 (40)
- 44. Socio- Economic Development Enterprise Development Preferential Procurement Value Chain Committee
- 47. A Structured Pref Proc Process
- 52. Preferential Procurement Process Phase 1 Phase 2 Phase 3 Extract Vendor List Update vendor list with contact details Undertake Supplier analysis: 80:20 principle, SMME ’ s, BO ’ s BWO ’ s Kraljic analysis Survey suppliers Request BEE scorecards Receive scorecards and capture information Calculate BEE procurements figures and score
- 54. THANK YOU LEILA MOONDA 011 726 3052 [email_address]
Editor's Notes
- Policy describes what it is you want to do CSA tells you where you are Targets tell you where you want to be Audit tells you what's missing Strategy is how you going to get where you want to be Plan, is the what, how, by when, by whom and how much