Source Ouest is an international logistics consulting firm founded in 2009 with offices in France. It has experienced strong growth, expanding its network across Europe and Asia. The company is made up of an experienced team of consultants with expertise in logistics, supply chain management, and international projects. Source Ouest works with clients to develop innovative supply chain solutions through all stages from initial concept to implementation. It prides itself on ownership, accountability, and cultural expertise in managing multinational transformations.
Source Ouest is an international logistics consulting firm founded in 2009 with offices in France. It has experienced strong growth, expanding its network across Europe and Asia. The company's team of experienced consultants provides expertise in supply chain management, logistics operations, and international project management. Source Ouest works with clients to discover opportunities, design optimized network architectures, and deploy new supply chain solutions.
The document provides an overview of supply chain management strategies and concepts. It discusses key topics like materials scheduling, procurement strategies, supplier selection, key supplier development, outsourcing policies, and developing win-win partnerships. The overall goal is to establish efficient supplier relationships and integrated supply chain processes to reduce costs and improve quality, delivery, and flexibility.
Business Value Articulation In Software ProjectsHARMAN Services
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and financial gains. Success enablers included people training, defined processes, tools/technique integration, and continuous improvement.
Bug deBug Chennai 2012 Talk - Business value articulation in software project...RIA RUI Society
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and overall effort and financial gains. Success enablers included people development, process improvements, and tools/techniques integration focused on continuous improvement.
The document outlines the key components of portfolio analysis, including client objectives, fundamental economic analysis, technical market analysis, specific security analysis, and active management. It examines factors such as risk tolerance, liquidity requirements, income needs, economic forecasting, supply and demand trends, credit analysis, and ensuring securities are appropriately aligned with client goals.
The document discusses key aspects of agile project management including Scrum frameworks, roles like the Product Owner and Scrum Master, and practices like story planning, daily stand-ups, and retrospectives. It emphasizes delivering working software frequently through short iterations, continuous improvement, and collaboration between self-organizing cross-functional teams.
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.
The document provides an agenda and overview for an Oracle EPM 11.1.1 Release Update Workshop. The agenda covers introductions, presentations on the 11.1.1 release highlights and roadmap, and deep dives on various Oracle EPM and BI products. Key highlights of the 11.1.1 release include a new EPM Workspace, enhancements to Smart View, Calculation Manager, and lifecycle management tools, as well as new features for various Oracle EPM applications. The roadmap discusses integrating Oracle EPM and BI products further and delivering a unified EPM system.
Source Ouest is an international logistics consulting firm founded in 2009 with offices in France. It has experienced strong growth, expanding its network across Europe and Asia. The company's team of experienced consultants provides expertise in supply chain management, logistics operations, and international project management. Source Ouest works with clients to discover opportunities, design optimized network architectures, and deploy new supply chain solutions.
The document provides an overview of supply chain management strategies and concepts. It discusses key topics like materials scheduling, procurement strategies, supplier selection, key supplier development, outsourcing policies, and developing win-win partnerships. The overall goal is to establish efficient supplier relationships and integrated supply chain processes to reduce costs and improve quality, delivery, and flexibility.
Business Value Articulation In Software ProjectsHARMAN Services
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and financial gains. Success enablers included people training, defined processes, tools/technique integration, and continuous improvement.
Bug deBug Chennai 2012 Talk - Business value articulation in software project...RIA RUI Society
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and overall effort and financial gains. Success enablers included people development, process improvements, and tools/techniques integration focused on continuous improvement.
The document outlines the key components of portfolio analysis, including client objectives, fundamental economic analysis, technical market analysis, specific security analysis, and active management. It examines factors such as risk tolerance, liquidity requirements, income needs, economic forecasting, supply and demand trends, credit analysis, and ensuring securities are appropriately aligned with client goals.
The document discusses key aspects of agile project management including Scrum frameworks, roles like the Product Owner and Scrum Master, and practices like story planning, daily stand-ups, and retrospectives. It emphasizes delivering working software frequently through short iterations, continuous improvement, and collaboration between self-organizing cross-functional teams.
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.
The document provides an agenda and overview for an Oracle EPM 11.1.1 Release Update Workshop. The agenda covers introductions, presentations on the 11.1.1 release highlights and roadmap, and deep dives on various Oracle EPM and BI products. Key highlights of the 11.1.1 release include a new EPM Workspace, enhancements to Smart View, Calculation Manager, and lifecycle management tools, as well as new features for various Oracle EPM applications. The roadmap discusses integrating Oracle EPM and BI products further and delivering a unified EPM system.
The document provides an Organization Approval Gate Methodology Artifact Alignment Matrix. It outlines key artifacts and timing considerations for 5 common project methodologies (Agile, Waterfall, COTS, DMAIC) across 5 gate stages (Concept Initiation, Planning, Execution, Post Implementation Review, Closure). For each methodology and gate combination, it lists examples of typical artifacts and provides timing notes, suggesting common timeframes but noting flexibility depending on factors unique to each organization.
NeoKinetics, Inc. is a consulting firm that provides strategic and operational services focused on new product introduction, product management, business development, and standards representation. They have over 100 years of experience in senior management roles and offer expertise in areas like NPI, quality management, and lean manufacturing. Their services include product marketing, engineering support, partnership development, and interim management.
1) The document outlines requirements and templates for black belt tollgate briefings for a project control review.
2) It includes templates for defining the project charter, timeline, measuring baseline performance, analyzing causes of issues, and improving the process.
3) A Failure Modes and Effects Analysis template is provided to identify risks and prioritize improvements.
The document describes the Supply Chain Operations Reference (SCOR) model, which contains three levels of process detail for planning, sourcing, making, delivering, and returning goods and services. It provides a standardized structure and notation for describing supply chain processes and their relationships. The model was developed by the Supply Chain Council to provide a framework for communication between supply chain partners and to improve supply chain management.
The document discusses various topics related to process choice and layout decisions in manufacturing and services. It covers engineering and business perspectives on manufacturing processes, classic manufacturing process types including continuous flow, production line, batch, job shop and project approaches. It also discusses choosing between process types, the role of customization, and considerations for services. Key factors discussed include volume, variety, skills requirements, flexibility advantages, product-process matrices, and life cycle planning frameworks.
The document provides an overview of Management Controls' product roadmap. It aims to make their Track product easier to use, reduce costs, and improve project control. Key objectives include improving existing features, enhancing ERP integration, analytics, estimating, and forecasting capabilities. The roadmap details a strategy to offer Track both as an on-premise perpetual license and as a hosted software-as-a-service model, targeting different market segments over 2013-2015. It also outlines plans to develop a multi-tenant architecture and new functionality like improved contractor connectivity.
Axway Managed Services for Exchange and Integration PlatformJean-Claude Bellando
Methods, tooling, highly skilled and experimented staff help Axway customers to increase productivity and maximize quality of service of the interaction layer.
The document discusses roles and responsibilities in continuous process improvement (CPI). It describes the CPI deployment director as owning the deployment plan and communication plan. Project sponsors are responsible for the project charter and removing barriers. Process owners implement process changes. Black belts and green belts lead CPI projects under a master black belt. A DACI chart defines roles as drivers, approvers, contributors, and informers. CPI uses tollgates to approve project definitions, measures, analyses, improvements and controls.
Fidus Corporate Presentation June 2011 (For Printing)khuxley
Fidus Systems provides electronic product development services to help clients increase revenue, reduce costs, and improve speed and focus. It has over 30 staff designers and 25 contractors specializing in hardware, software, and mechanical design. Fidus can augment a client's team during busy periods or when new opportunities arise. It has tools and labs for prototyping and works with clients using time and materials or fixed price models from concept to production.
Fidus Corporate Presentation June 2011 (For Printing)HR_Dana
Fidus Systems provides electronic product development services to help clients increase revenue, reduce costs, and improve speed and focus. It has over 30 staff designers and 25 contractors specializing in hardware, software, and mechanical design. Fidus can augment a client's team during busy periods or when new opportunities arise. It has tools and labs for prototyping and works with clients using time and materials or fixed price models from concept to production.
This document provides an overview of a project to improve a tollgate briefing for a Black Belt project. It includes templates for defining the charter and timeline, measuring the baseline performance, analyzing issues, selecting and implementing solutions, and piloting improvements. The measure section shows examples of baseline statistics that could be collected. The analyze section displays potential tools for root cause analysis including a fishbone diagram and cause-and-effect matrix. The solution selection matrix ranks potential improvements. The implementation plan outlines control actions. The pilot plan details tests to validate changes before full rollout.
BMJ Group decided to outsource the typesetting of its specialist journals to reduce costs and improve efficiency. An efficiency review found typesetting costs were high and turnaround times erratic. BMJ conducted an outsourcing review, selecting The Charlesworth Group in the UK to outsource journal typesetting while keeping the BMJ and Clinical Evidence in-house. The implementation involved transitioning over 4 months to the new system while maintaining quality. The outsourcing achieved the goals of reduced costs and improved processes while allowing BMJ to focus on its core business.
This document outlines the 8-step process and tollgate requirements for the Control phase of a National Guard Black Belt training module on continuous process improvement. The 8-step process includes validating problems, identifying performance gaps, setting improvement targets, determining root causes, developing countermeasures, seeing results through key performance indicators, confirming results, and standardizing successful processes. Tollgate requirements for the Control phase mandate updating benefits, standardizing processes, establishing process owner accountability, achieving results, implementing control plans, and creating a storyboard summary.
Fidus Systems provides electronic product development services to help clients increase revenue, reduce costs, and improve speed and focus. They have over 15 years of experience delivering solutions in industries like telecom, aerospace, consumer products, and more. Their services include staff augmentation, consulting, turnkey product development from concept to production, and royalty/licensing models.
This document outlines the define phase of an 8-step continuous process improvement (CPI) roadmap. The define phase includes activities like identifying problems, validating the problem statement, establishing strategic alignment, gathering customer input, and creating a goal statement. It also lists required deliverables for the define tollgate, such as a problem statement, goal statement, project scope, timeline, and high-level process map. The document provides an overview of the key elements and documentation needed to properly define a CPI project.
The document provides guidance on using the Power Steering project tracking tool. It outlines how to access Power Steering, navigate the interface, update user profiles, and invite new users. Power Steering is used to track Department of Defense continuous process improvement projects, store associated templates and tools, and share best practices between projects. National Guard students who attend Black Belt training will receive login credentials to enter project details and updates.
The document provides an overview of AFSO21 (Air Force Strategic Operations for the 21st Century), which is the Air Force's methodology for continuous process improvement using lean principles. It discusses the history and principles of lean, defines waste, and explains tools like standard work, 6S, and problem solving. It also gives examples of process mapping and describes what an AFSO21 process improvement event would entail. The goal of AFSO21 is to eliminate waste, reduce costs and response times, and improve productivity across the Air Force.
Internet es una red descentralizada de redes interconectadas que utilizan protocolos TCP/IP para funcionar como una red lógica única a nivel mundial. Sus orígenes se remontan a 1969 con la creación de ARPANET para conectar universidades en EE.UU. La World Wide Web, desarrollada en 1990, utiliza Internet para permitir la consulta remota de archivos de hipertexto de forma sencilla. Existen muchos otros servicios en Internet además de la Web, como el correo electrónico, transferencia de archivos, conversaciones en línea y más.
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo forma parte de un sexto paquete de sanciones y prohibirá la mayoría de las importaciones de petróleo ruso en la UE a finales de este año. Algunos estados miembros aún dependen en gran medida del petróleo ruso y se les ha concedido una exención, pero se espera que todo el petróleo ruso quede prohibido para fines de 2023.
Este documento presenta una lista de integrantes y docente para un proyecto de la Universidad Privada Antenor Orrego. También describe algunas desventajas del uso del arrendamiento financiero, incluyendo que tiene un costo más elevado que otros métodos de financiación, puede causar obsolescencia de los bienes y la falta de un mercado secundario para la reventa de los bienes al final del contrato.
Este documento resume una auditoría administrativa realizada al área de recursos humanos de la empresa Laboratorios Anmitacian S.A. entre el 1 de febrero y el 25 del mismo mes de 2013. La auditoría tuvo como objetivos verificar el cumplimiento de objetivos, evaluar el sistema de control interno, y proporcionar recomendaciones. La auditoría encontró que los estatutos y reglamentos internos no habían sido actualizados, no había evaluaciones permanentes al personal, y falta de un plan de capacitación.
The document provides an Organization Approval Gate Methodology Artifact Alignment Matrix. It outlines key artifacts and timing considerations for 5 common project methodologies (Agile, Waterfall, COTS, DMAIC) across 5 gate stages (Concept Initiation, Planning, Execution, Post Implementation Review, Closure). For each methodology and gate combination, it lists examples of typical artifacts and provides timing notes, suggesting common timeframes but noting flexibility depending on factors unique to each organization.
NeoKinetics, Inc. is a consulting firm that provides strategic and operational services focused on new product introduction, product management, business development, and standards representation. They have over 100 years of experience in senior management roles and offer expertise in areas like NPI, quality management, and lean manufacturing. Their services include product marketing, engineering support, partnership development, and interim management.
1) The document outlines requirements and templates for black belt tollgate briefings for a project control review.
2) It includes templates for defining the project charter, timeline, measuring baseline performance, analyzing causes of issues, and improving the process.
3) A Failure Modes and Effects Analysis template is provided to identify risks and prioritize improvements.
The document describes the Supply Chain Operations Reference (SCOR) model, which contains three levels of process detail for planning, sourcing, making, delivering, and returning goods and services. It provides a standardized structure and notation for describing supply chain processes and their relationships. The model was developed by the Supply Chain Council to provide a framework for communication between supply chain partners and to improve supply chain management.
The document discusses various topics related to process choice and layout decisions in manufacturing and services. It covers engineering and business perspectives on manufacturing processes, classic manufacturing process types including continuous flow, production line, batch, job shop and project approaches. It also discusses choosing between process types, the role of customization, and considerations for services. Key factors discussed include volume, variety, skills requirements, flexibility advantages, product-process matrices, and life cycle planning frameworks.
The document provides an overview of Management Controls' product roadmap. It aims to make their Track product easier to use, reduce costs, and improve project control. Key objectives include improving existing features, enhancing ERP integration, analytics, estimating, and forecasting capabilities. The roadmap details a strategy to offer Track both as an on-premise perpetual license and as a hosted software-as-a-service model, targeting different market segments over 2013-2015. It also outlines plans to develop a multi-tenant architecture and new functionality like improved contractor connectivity.
Axway Managed Services for Exchange and Integration PlatformJean-Claude Bellando
Methods, tooling, highly skilled and experimented staff help Axway customers to increase productivity and maximize quality of service of the interaction layer.
The document discusses roles and responsibilities in continuous process improvement (CPI). It describes the CPI deployment director as owning the deployment plan and communication plan. Project sponsors are responsible for the project charter and removing barriers. Process owners implement process changes. Black belts and green belts lead CPI projects under a master black belt. A DACI chart defines roles as drivers, approvers, contributors, and informers. CPI uses tollgates to approve project definitions, measures, analyses, improvements and controls.
Fidus Corporate Presentation June 2011 (For Printing)khuxley
Fidus Systems provides electronic product development services to help clients increase revenue, reduce costs, and improve speed and focus. It has over 30 staff designers and 25 contractors specializing in hardware, software, and mechanical design. Fidus can augment a client's team during busy periods or when new opportunities arise. It has tools and labs for prototyping and works with clients using time and materials or fixed price models from concept to production.
Fidus Corporate Presentation June 2011 (For Printing)HR_Dana
Fidus Systems provides electronic product development services to help clients increase revenue, reduce costs, and improve speed and focus. It has over 30 staff designers and 25 contractors specializing in hardware, software, and mechanical design. Fidus can augment a client's team during busy periods or when new opportunities arise. It has tools and labs for prototyping and works with clients using time and materials or fixed price models from concept to production.
This document provides an overview of a project to improve a tollgate briefing for a Black Belt project. It includes templates for defining the charter and timeline, measuring the baseline performance, analyzing issues, selecting and implementing solutions, and piloting improvements. The measure section shows examples of baseline statistics that could be collected. The analyze section displays potential tools for root cause analysis including a fishbone diagram and cause-and-effect matrix. The solution selection matrix ranks potential improvements. The implementation plan outlines control actions. The pilot plan details tests to validate changes before full rollout.
BMJ Group decided to outsource the typesetting of its specialist journals to reduce costs and improve efficiency. An efficiency review found typesetting costs were high and turnaround times erratic. BMJ conducted an outsourcing review, selecting The Charlesworth Group in the UK to outsource journal typesetting while keeping the BMJ and Clinical Evidence in-house. The implementation involved transitioning over 4 months to the new system while maintaining quality. The outsourcing achieved the goals of reduced costs and improved processes while allowing BMJ to focus on its core business.
This document outlines the 8-step process and tollgate requirements for the Control phase of a National Guard Black Belt training module on continuous process improvement. The 8-step process includes validating problems, identifying performance gaps, setting improvement targets, determining root causes, developing countermeasures, seeing results through key performance indicators, confirming results, and standardizing successful processes. Tollgate requirements for the Control phase mandate updating benefits, standardizing processes, establishing process owner accountability, achieving results, implementing control plans, and creating a storyboard summary.
Fidus Systems provides electronic product development services to help clients increase revenue, reduce costs, and improve speed and focus. They have over 15 years of experience delivering solutions in industries like telecom, aerospace, consumer products, and more. Their services include staff augmentation, consulting, turnkey product development from concept to production, and royalty/licensing models.
This document outlines the define phase of an 8-step continuous process improvement (CPI) roadmap. The define phase includes activities like identifying problems, validating the problem statement, establishing strategic alignment, gathering customer input, and creating a goal statement. It also lists required deliverables for the define tollgate, such as a problem statement, goal statement, project scope, timeline, and high-level process map. The document provides an overview of the key elements and documentation needed to properly define a CPI project.
The document provides guidance on using the Power Steering project tracking tool. It outlines how to access Power Steering, navigate the interface, update user profiles, and invite new users. Power Steering is used to track Department of Defense continuous process improvement projects, store associated templates and tools, and share best practices between projects. National Guard students who attend Black Belt training will receive login credentials to enter project details and updates.
The document provides an overview of AFSO21 (Air Force Strategic Operations for the 21st Century), which is the Air Force's methodology for continuous process improvement using lean principles. It discusses the history and principles of lean, defines waste, and explains tools like standard work, 6S, and problem solving. It also gives examples of process mapping and describes what an AFSO21 process improvement event would entail. The goal of AFSO21 is to eliminate waste, reduce costs and response times, and improve productivity across the Air Force.
Internet es una red descentralizada de redes interconectadas que utilizan protocolos TCP/IP para funcionar como una red lógica única a nivel mundial. Sus orígenes se remontan a 1969 con la creación de ARPANET para conectar universidades en EE.UU. La World Wide Web, desarrollada en 1990, utiliza Internet para permitir la consulta remota de archivos de hipertexto de forma sencilla. Existen muchos otros servicios en Internet además de la Web, como el correo electrónico, transferencia de archivos, conversaciones en línea y más.
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo forma parte de un sexto paquete de sanciones y prohibirá la mayoría de las importaciones de petróleo ruso en la UE a finales de este año. Algunos estados miembros aún dependen en gran medida del petróleo ruso y se les ha concedido una exención, pero se espera que todo el petróleo ruso quede prohibido para fines de 2023.
Este documento presenta una lista de integrantes y docente para un proyecto de la Universidad Privada Antenor Orrego. También describe algunas desventajas del uso del arrendamiento financiero, incluyendo que tiene un costo más elevado que otros métodos de financiación, puede causar obsolescencia de los bienes y la falta de un mercado secundario para la reventa de los bienes al final del contrato.
Este documento resume una auditoría administrativa realizada al área de recursos humanos de la empresa Laboratorios Anmitacian S.A. entre el 1 de febrero y el 25 del mismo mes de 2013. La auditoría tuvo como objetivos verificar el cumplimiento de objetivos, evaluar el sistema de control interno, y proporcionar recomendaciones. La auditoría encontró que los estatutos y reglamentos internos no habían sido actualizados, no había evaluaciones permanentes al personal, y falta de un plan de capacitación.
This document outlines a promotional plan for the sport of golf and turf management using traditional and non-traditional media channels. It identifies the target audiences as the general public, golfers, potential golfers, and golf and turf managers. The key messages are promoting why people should play golf, where to play, tournament information for golfers, and news, events, and advances in turf care for managers. These messages will be delivered through articles, ads, spots, brochures, websites, social media like Facebook and YouTube, blogs, wikis, groups, and e-newsletters to spread information about golf and the field.
Jean Shinoda Bolen, una doctora junguiana de 68 años, cree que las mujeres pueden cambiar el mundo formando círculos espirituales. Ella propone que las mujeres identifiquen sus arquetipos dominantes y vivan de acuerdo a ellos para sentirse satisfechas. Bolen también describe 13 cualidades de las "brujas sabias", mujeres maduras con compasión, sabiduría y otros atributos positivos.
This document discusses research on the relationship between aging and creative productivity. It finds that on average, creative productivity follows an inverted U-shaped curve, rapidly increasing early in the career, peaking at a certain point, and then gradually declining. However, it notes there is significant individual variability and other factors like creative potential, career onset age, domain, and outside influences complicate the picture. It concludes that while aging relates to decreased productivity on average, it is less determinative than other intrinsic and extrinsic factors at the individual level.
Este documento presenta resúmenes de diferentes sopas típicas de Colombia como el mondongo antioqueño, el ajiaco santafereño, y el sancocho. También describe platos tradicionales como la chanfaina de Extremadura, Salamanca y otras regiones de España. Explica los ingredientes y orígenes de cada plato.
Os alunos do Colégio Estadual Olavo Bilac realizaram um desfile ecológico com vestuários feitos totalmente de materiais reaproveitáveis, demonstrando criatividade e compromisso com a educação e o meio ambiente. O evento foi organizado pela professora Suzana e usou apenas itens reutilizáveis para mostrar que o luxo pode conviver com o respeito à natureza.
The document outlines an organizing framework for a class on teaching, learning, and transformation. It discusses goals of understanding different types of knowledge, power dynamics, and making education more intentional and effective for social change work. Key aspects of the framework include assumptions about learning, resources, activities like discussion and reflection, and the impact of expanding awareness and ability to integrate education. Matrices on fields of understanding and relating different educational approaches to levels of control and creativity are also presented.
The document provides instructions for creating a new blank HTML page in Dreamweaver, including opening Dreamweaver, selecting File > New > Blank Page > HTML, and closing all palettes. It also outlines some basic HTML document structure tags that are required for every website, such as <!DOCTYPE html>, <html>, <head>, and <body>. Finally, it explains how most tags can be nested within each other, like bolding text within a paragraph, and stresses the importance of opening and closing tags being in the proper order.
Este decreto establece regulaciones para garantizar la seguridad de los alimentos en Colombia. Define términos clave relacionados con alimentos como fabrica de alimentos, manipulador de alimentos, materia prima, proceso tecnológico, entre otros. Además, establece que las disposiciones del decreto aplican a todas las actividades relacionadas con la fabricación, procesamiento, envasado, transporte y comercialización de alimentos en el territorio nacional con el fin de proteger la salud pública.
The document discusses the results of a survey about language learning preferences. The survey found that people are most interested in (1) learning a new language, (2) teaching others languages, and (3) practicing speaking with others. The document introduces Koalinga as a video-based language learning tool that could help with these top preferences by allowing people to both learn and practice speaking with others.
Astute @ Oracle Open World 2011 - Cost Efficiencies During PeopleSoft UpgradeArvind Rajan
This document discusses strategies for reducing costs during a PeopleSoft upgrade project. It identifies common challenges such as lack of coordination, scope creep, and delayed testing. Key factors that can drive costs up or down are reviewed, including team size, infrastructure hosting, skills, and customizations. Best practices for cost containment include using a collaborative vendor, references, proven methodology, reusable deliverables, and addressing risks upfront. Phased rollouts and fixed fee contracts can also help reduce costs and timelines.
The document discusses applying lean management principles to transform procurement processes at a bank in the UAE. It outlines conducting a current state audit that identified issues like a slow 15-step purchase requisition process, overstocking, and waste. The transformation plan involves developing a category strategy, mapping processes, eliminating waste using 5S, and deploying a procurement card solution integrated with spend management software. This is expected to streamline processes, optimize inventory, reduce purchase orders and invoices, free up staff, and lower lead times to transform procurement into a strategic, efficient function.
4C Associates has the insight, technology and experience to drive rapid profit improvement.
We offer specialist consulting, technology and managed services to transform your costs. We apply industry and functional expertise to deliver exceptional benefits.
The document discusses establishing an Enterprise Performance Management (EPM) competency center. It outlines that such a center is needed to continuously improve business processes, drive fact-based decisions, and align execution to strategy after ERP/EPM projects. The competency center would oversee areas like business process optimization, data maintenance, management reporting, and continuous user training. It proposes that the center have roles across enabling people, managing processes, and supporting technology to fulfill its goals.
In each and every company there is an RFP response factory working around the clock with no guarantees that their RFP response will even be considered. When and how do we respond to RFP's is a key ingredient for success in today's competitive world.
This is a very valuable course for ANY company in the marketplace that does business using RFP's.
This document describes an independent validation services company and provides an overview of their offerings. They offer consulting, managed testing services, and testing as a service (TaaS). They have a global presence with multi-shore delivery and provide services like functional testing, automation testing, and performance testing using tools like QTP, Selenium, and HP Quality Center. They have a proven methodology for both manual and automated testing that follows a defined process.
Charles Fain has over 15 years of experience in project management, business analysis, and strategic planning. He has successfully completed over 20 projects both internally at Dell and for external clients, including projects for the Air Force, Pantex, and Lenovo. He maintains several professional certifications and continuously develops his skills through ongoing training programs. His objective is to advance into a program management role where he can apply his strengths in customer communication, research, process improvement, and financial analysis.
Business develpment, the glue that ties everything togetherAshraf Osman
This 3-day course teaches business development professionals about marketing, sales, and service fulfillment. The first day focuses on prospecting, qualifying leads, and progressing deals through the sales cycle using the Quota sales coaching method. The second day covers the functions of business development and how to assess new opportunities. It also teaches how marketing, sales, and service support business development goals. The third day includes case studies for developing business plans and proposals.
SUCCESSFUL CHARM IMPLEMENTATION IN A VALIDATED ENVIRONMENTAlpha Sirius
Solution Manager provides tools for change request management, project management, and operations management to help companies centrally manage SAP implementations, support, and ongoing operations; it discusses how one company implemented ChaRM in Solution Manager to standardize their change management processes and eliminate manual approval workflows. The document also outlines some of the benefits of using Solution Manager like centralized change management, automatic notifications and approvals, reduced IT specialist workload, and better adherence to governance requirements.
SUCCESSFUL CHARM IMPLEMENTATION IN A VALIDATED ENVIRONMENTAlpha Sirius
The document discusses implementing Change Request Management (ChaRM) in Solution Manager for change management processes. It provides an overview of Solution Manager and how it can be used for ChaRM, quality management, project management, and more. It also shares examples of how various companies have successfully implemented Solution Manager to manage SAP solutions, implement best practices, and resolve issues with auditing and compliance. ChaRM in Solution Manager helps standardize and synchronize changes across systems while managing risks.
The document discusses the ERP implementation life cycle including the methodology, critical success factors, and critical failure factors. It describes the typical phases of an ERP implementation project including pre-implementation, implementation, and post-implementation. It also outlines some of the key challenges of implementing an ERP system such as change management, user adoption, and meeting expectations. Critical success factors include leadership commitment, effective project management, and training, while common critical failures include customization, high turnover, and poor testing.
The document discusses how Firmenich, a fragrance and flavor company, uses metrics and key performance indicators (KPIs) to achieve supply chain excellence. It outlines Firmenich's S&OP process hierarchy and describes how they developed a KPI scorecard to measure metrics like forecast accuracy, supply plan adherence, and inventory levels. The case study shows how Firmenich improved forecast accuracy by 44% annually and reduced forecast bias and inventory through their focus on performance metrics.
1) SupplyWeaver is a supply chain consulting firm that helps clients improve performance in low-cost supply chains, with a focus on China.
2) They provide end-to-end capabilities including diagnosing client operations, assessing supply bases, improving supply chain performance, managing risks, and assisting with commercial negotiations.
3) Their low-cost supply chain performance improvement model involves analyzing opportunities, developing strategies, aligning processes between partners, managing relationships, and driving continuous improvement.
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1. Company
profile
Ac5vi5es
&
services
Selected
cases
September
2011
1
2. Source
Ouest
–
Interna/onal
Logis/cs
Consul/ng
Strong
Growth
An
experienced
team
• Founded
in
April
2009,
Offices
in
• Consultants
originated
from
a
range
of
Versailles
-‐
France
different
horizons
• Revenues
2009
:
180
K€
• Management
roles
in
logis5cs
&
• Revenues
2010
:
600
K€
supply
chain
• Network
of
opera5ng
partnerships
• Over
100
significant
projects
covering
France,
Germany,
Italy,
UK,
managed
Spain
and
Benelux,
Hong
Kong.
• Wide
skillset
available
• 6
consultants
• Management,
development
• Opera5ons,
Engineering
• Focus
• Sectors
:
Retail,
Life
science,
Out
of
home
dining,
automo5ve,
building
materials
• Interna5onal
:
Europe,
Asia,
Middle
East
• Focus
on
clients
with
a
high
value
chain
crea5on
poten5al
• Sa5sfy
a
limited
number
of
core
clients
:
>50%
of
revenues
is
«
repeat
business
»
• Our
mission
• Advise
by
integra5ng
innova5ve
supply
chain
solu5ons
into
businesses
value
chains
• Develop
a
unique
partnership
based
on
customer
in5macy
• Develop
customer
teams
exper5se
through
day
to
day
collabora5ve
work
• Transfer
current
industry
prac5ce
know
how
and
an5cipate
on
future
standards
• Our
values
• Engagement,
excellence,
team
work
for
tangible
results
2
3. Our
business
spans
from
incep/on
of
supply
chain
concepts
to
their
effec/ve
implementa/on
into
services
Discover
Design
Develop
Deploy
• Business
vision
• Network
• Transport
modes
• Change
issues
• Customer
service
Architecture
decisions
integrated
into
ambi5on
• Organisa5on
&
• Inventory
Implementa5on
• Supply
chain
workflow
efficiency
ramp
up
strategy
value
crea5on
• Concep5on,
modelling
• Build
and
deploy
poten5al
sizing
and
• Tender,
evaluate,
teams
• Sustainable
opera5onal
setup
contract
&
• Troubleshoo5ng
development
of
logis5cs
sites
monitor
3
PL/
• Monitor
agenda
• Budge5ng
&
carriers
contracts
performance
• Integra5ng
the
COGS
modelling
• WMS/TMS
tools
against
plan
heritage
into
the
• Make
or
buy
»
:
specifica5on
• Bug
iden5fica5on
next
model
strategic
• Technology
and
fixes
• Supplier
mapping
appraisal
of
the
• Detailed
process
• Repor5ng
&
evalua5on
on
opportunity
to
manual
• Post
mortem
supply
chain
outsource
• Project
planning
analysis
capabili5es
logis5cs
• Budget
control
opera5ons
3
4. Our
difference
:
we
operate
across
Europe
and
Asia
Ownership
&
Exper/se
Culture
accountability
• Source
Ouest
leverages
the
• Supply
chain
&
logis5cs
• At
Source
Ouest,
we
are
all
exper5se
of
a
network
of
exper5se,
acquired
in
too
aware
of
the
proven
partners
opera5ons
and
in
the
importance
of
the
cultural
• Source
Ouest
manages
the
boardroom
alike,
is
the
dimension
in
making
a
assignments
and
remains
common
denominator
of
success
of
interna5onal
accountable
for
the
quality
the
extended
team
projects
of
its
deliverables
• We
provide
exper5se
in
all
• All
Source
Ouest
partners
aspects
of
logis5cs
bricks
have
a
proven
experience
in
managing
mul5
na5onal
transforma5on
projects
in
supply
chain
McKinsey
es*mates
that
85%
of
worldwide
GDP
will
be
sold
across
interna*onal
borders
in
20
years.
Geographies
covered:
UK,
Germany,
Czech
Republic,
Hungary,
Spain,
Italy,
Poland,
Russia,
Ukraine,
Turkey,
South
East
Asia,
China
4
5. Selected
cases
–
Strategy
&
organiza/on
Client
Stakes
Objec/ves
Results
Healthcare
at
• Reduce
procurement
costs
(40
M
€)
• Structured
tendering
for
medical
devices
leading
to
a
home
• Create
&
organize
a
supply
chain
dept.
3
M€
anual
saving
• Leverage
group
size
under
LBO
• Design
network
of
plamorms,
central
stocks
&
• Sales
forecast
&
inventory
planning
implementa5on
• Logis5cs
performance
regional
outbases
(processes
&
tools)
opera5ons
• Recruitment
&
coaching
of
the
supply
chain
team
• Op5mise
inventory
loca5on
against
service
levels
• Ra5onalisa5on
and
reduc5on
of
fleet
by
12%
• Shrink
the
van
fleet
(>500)
Frozen
CPG
• Devise
commercial
strategy
logis/cs
• Structured
partnerships
with
3
major
European
• Formulate
and
develop
service
offering
players
• Under
u5lised
deep
freeze
including
pan
european
refrigerated
• Vendor
managed
inventory
concet
succesfully
storage
warehouse
(24,000
transport
introduced
to
major
retailers.
pallets)
• Develop
strategic
partnerships
with
• Full
and
marginal
cos5ng
tool
to
allow
dynamic
refrigerated
carriers
• Build
a
cost
and
princing
model
gross
margin
management
Hospitality
industry
• Design
and
implement
processes
with
clear
• Implemented
a
new
supply
chain
organisa5on
from
• Too
high
inventory,
responsibili5es
over
sales
forecast,
merchandise
products
managers
to
shop
back
office
obsolescence
on
seasonal
items
replenishment
rules
and
inventory
planning
• Implemented
a
specific
sooware
suppor5ng
the
over
wide
range
of
SKU’S
• Reduce
inventory
by
25%
collabora5ve
workflow
for
store
replenishment
via
• Out
of
stocks
on
the
sales
floor
• Improve
availability
to
95%
on
top
100
automa5c
reordering
runners
• Inventory
and
OO’s
on
target
Hospitality
industry
• Review
inbound
logis5cs
organisa5on
• Improvement
plan
of
web
based
ordering
tools
at
• Focus
inbound
logis5cs
on
value
performance
(cost,
quality/safety,
service)
hotel
level
delivered
to
hotels
• Propose
improvements
to
suppliers
• Based
on
hotel
logis5cs
requirements
extensive
• Improve
service
(wholesalers
)
logis5cs
survey,
focus
logis5cs
on
genuine
expecta5ons
• Reduce
inbound
logis5cs
cost
• Economical
evalua5on
of
an
integrated
• Opera5ng
cost
improvement
poten5al
within
8%
to
inbound
logis5cs
system
18%
depending
on
op5ons
5
6. Selected
cases
–
Global
supply
chain
Client
Stakes
Objec/ves
Results
Sourcing
for
Retail
• Take
control
of
supply
chain
from
China
to
• SOP’s
designed
and
agreed
with
2
appointed
3PL’s
• Global
Sourcing
Asia
poten5al
export
to
Carrefour
countries
worldwide
• Purchase
order
track
and
trace
system
implemented
under-‐u5lised
• Implement
control
tower
model
based
on
• Solu5on
rolled
out
intra
Asia
and
ROW
• Logis5cs
in
hands
of
suppliers
SOP’s
and
Track
and
trace
systems
• Increased
volumes
by
50%
over
2
years
:
France
share
• Increase
internally
sourced
volume
dropped
from
70
to
40%
Sourcing
for
Retail
• Design
a
mul5
countries
hub
based
system
to
• Mul5
country
hub
(16,000
Sqm)
implemented
in
• High
cost
of
inbound
logis5cs
consolidate
freight
in
Asia
Malaysia
(PTP)
to
deconsolidate/reconsolidate
18,000
from
Asia
to
Europe
for
• Eliminate
merge
in
transit
opera5ons
in
Teu’s
from
6
Asian
countries
into
NL
and
Germany
for
seasonal
products
Europe
direct
container
delivery
into
stores
• Insufficient
reliability
in
supply
• Minimize
inbound
logis5cs
costs
• 92%
of
deliveries
within
the
week
of
due
date
Sourcing
for
Retail
• Reduce
system
inventory
from
120
days
to
less
than
• Too
high
inventory
of
• Design
a
«
shared
services
»
supply
chain
70
day
by
implemen5ng
a
a
consolida5ons
solu5on
permanent
range
held
in
organisa5on
servicing
12
european
retail
into
mul5
BU
FCL
and
weekly
increased
shipping
european
warehouses
and
brands
frequency
ex
Chinese
ports.
stores
• Prove
the
economical
trade
off
obtained
via
• Iden5fica5on
of
key
opera5ng
processes
between
• Import
logis5cs
controlled
by
mul5
BU
consolida5on
in
sourcing
area
by
European
BU’s
and
sourcing
office.
Organisa5onal
chinese
supplier
changing
incoterms
alignment
and
preliminary
selec5on
of
3PL’s
to
operate
the
solu5on.
6
7. Selected
cases
–
Opera/onal
performance
Client
Stakes
Objec/ves
Results
Retail
DC
ops
• Losses
for
the
3PL
opera5ng
• New
local
management
• Restore
sustainable
service
level
to
stores
na5onal
NDC
in
Hungary
• All
processes
audited
&
improved
through
IT
best
use
• Restore
Opera5ng
Profit
to
Group
• High
turnover
in
site
• Restored
quality
of
service
aoer
3
months
expecta5on
management
• Restored
sustainable
posi5ve
EBIT
aoer
6
months
• Rebuild
customer
confidence
in
long
term
• Service
to
stores
below
• Renego5ated
tariffs
and
extended
contract
with
ability
to
serve
contractual
KPI’s
client
Retail
DC
ops
• 3PL
not
working
proac5vely
• Won
the
contract
for
a
3PL
(design,
nego5a5on
&
• Design
alterna5ve
warehouse
&
distribu5on
enough
towards
customer
implementa5on)
process
enabling
late
cut
off
5me
for
store
service
development
• Extended
the
ordering
cut
off
5me
by
2
hours
orders
requirements
• Upscaled
the
rate
of
X-‐dock
from
45%
to
60%
and
• Increase
the
rate
of
X-‐docked
products
at
DC
• Contract
renewal
situa5on
reduced
pick
faces
at
DC
by
1,500
Sku’s
Logis/que
&
• Sucessfully
implement
Import
• Engineer
a
flexible
lease
on
warehousing
site
Distribu/on
warehouse
in
Bucarest
• Retain
key
talented
staff
in
a
highly
• Successful
implementa5on
managed
in
3
months
• Variabilise
opera5ng
costs
in
a
compe55ve
and
turnover
labor
market
• Extended
range
to
locally
sourced
CPG
products
in
strong
growth
environment
and
• Deliver
from
day
one
high
service
levels
to
year
2
increasing
requirements
for
sa5sfy
an
aggressive
hypermarkets
opening
• Controlled
staff
tunover
:
<15%
over
12
months
Roumanie
warehouse
space
programme
Medical
products
• Opex
reduc5on
in
semi
distribu/on
• Opex
reduc5on
automated
distribu5on
• Process
mapping
&
Reengineering
centers
• On
going
• Nego5a5ons
with
industrial
rela5on
• Delivery
round
op5misa5on
counterparts
prior
to
go
live
using
market
leader
sooware
• Iden5fica5on
and
management
of
economic
• Insufficient
cost
control
on
3rd
subordina5on
cases
• Renego5ated
all
300
contracts
at
local
level
and
party
transport
• Formal
tendering
process
at
local
level
control
processes
and
tools
implemented
centrally
• High
variability
on
cost
per
mile
implemented
for
central
monitoring
• Opex
reduced
by
5,5
%
• Reduc5on
in
opex
budget
7