Manufacturers are increasingly outsourcing production to reduce costs and gain flexibility. While outsourcing provides benefits, it can reduce visibility across the supply chain as processes move outside companies. The document discusses a study of 69 manufacturing executives that found most outsource at least 25% of production. It also found that while outsourcing improves areas like costs and responsiveness, many companies still rely on outdated methods to share information with partners and lack end-to-end visibility across their supply chains. The study concludes that to fully leverage outsourcing, companies need improved visibility and connectivity with partners through collaborative platforms.
Informed Manufacturing: Reaching for New HorizonsCognizant
Although still in its infancy, informed manufacturing -- making the right information available in the right form at the right time -- is advancing across industry sectors. Cognizant's recent in-depth study involving interviews with manufacturing CXOs, engineering firms, service and IT providers, academia and industry analysts worldwide, revealed that while most companies understand the signifiance of informed manufacturing, many are proceeding carefully -- working to balance the conflicting priorities of managing day-to-day business while focusing on innovation and breakthrough initiatives. They see external support as a critical success factor.
Global sourcing offers companies flexibility to change their business and operating models. It allows them to rapidly integrate acquisitions, transfer assets between locations, and incorporate innovations. Research by PricewaterhouseCoopers found that companies sourcing core activities externally value business model flexibility more and have achieved higher shareholder returns compared to those only sourcing back-office or front-office functions. Successful companies plan their goals before considering implementation and view sourcing as a strategic program. Orchestrating a portfolio of sourcing arrangements between internal shared services and external providers provides maximum flexibility.
The Deloitte Global CPO Survey 2014 surveyed 239 chief procurement officers and company directors from 25 countries. The survey found that:
1) While economic growth is improving procurement sentiment, challenges remain in some markets and industries. 2) Procurement is being asked to do more to support growth initiatives and play a bigger role in business partnering. 3) A majority of CPOs feel their teams lack the necessary skills to deliver their procurement strategy, especially in areas like soft skills and analytics.
BCG has extensive experience supporting PMIs, particularly growth oriented complex technology integrations. Learn more about BCG's approach, tools, and perspective on what makes software integrations different.
- Engineering, operations, and supplier collaboration are seen as having the highest potential to positively impact companies' bottom lines. Engineering in particular is cited as an area of high potential.
- Companies are focusing on improving productivity within their core competencies and growth in domestic markets using existing product extensions, as looming defense budget cuts and increased global competition weigh heavily on the industry.
- Suppliers perceive the greatest challenge as meeting schedule and lead time commitments across the global supply chain, while also facing expectations to take on more product development and cost reduction responsibilities. Lack of reliable schedule and plan information is a primary concern.
Which applications and software tools will procurement companies seek in the year 2013 and what will be the overall technological trends? Procurement research firm ISG and GEP provide insights into this aspect of the procurement function in this new research report, the second of a three-part series.
2012 New Research Report - GEP Value Trends: Procurement Strategy GEP
This document summarizes key findings from a survey conducted by ISG and GEP on procurement strategies and challenges. The top challenges cited were gaps in resource skills and lack of business unit support. While cost reduction targets were achievable, procurement struggled to influence high spend categories like professional services and marketing. Priorities for procurement included increasing strategic alignment, delivering cost savings, and expanding categories under management. Overall, the survey found opportunities for procurement to strengthen business partnerships, skills, and processes to drive more value.
Margin Performance Report - Exploring how companies can beat market expectationsCaroline Burns
In an environment characterized by uncertainty and global competition, margins are threatened like never before and cost optimization is running out of steam. How does margin relate to performance and how can margin be managed strategically?
Dr. Patrick Reinmoeller
Professor of Strategic Management
Cranfield School of Management
Cranfield University
Informed Manufacturing: Reaching for New HorizonsCognizant
Although still in its infancy, informed manufacturing -- making the right information available in the right form at the right time -- is advancing across industry sectors. Cognizant's recent in-depth study involving interviews with manufacturing CXOs, engineering firms, service and IT providers, academia and industry analysts worldwide, revealed that while most companies understand the signifiance of informed manufacturing, many are proceeding carefully -- working to balance the conflicting priorities of managing day-to-day business while focusing on innovation and breakthrough initiatives. They see external support as a critical success factor.
Global sourcing offers companies flexibility to change their business and operating models. It allows them to rapidly integrate acquisitions, transfer assets between locations, and incorporate innovations. Research by PricewaterhouseCoopers found that companies sourcing core activities externally value business model flexibility more and have achieved higher shareholder returns compared to those only sourcing back-office or front-office functions. Successful companies plan their goals before considering implementation and view sourcing as a strategic program. Orchestrating a portfolio of sourcing arrangements between internal shared services and external providers provides maximum flexibility.
The Deloitte Global CPO Survey 2014 surveyed 239 chief procurement officers and company directors from 25 countries. The survey found that:
1) While economic growth is improving procurement sentiment, challenges remain in some markets and industries. 2) Procurement is being asked to do more to support growth initiatives and play a bigger role in business partnering. 3) A majority of CPOs feel their teams lack the necessary skills to deliver their procurement strategy, especially in areas like soft skills and analytics.
BCG has extensive experience supporting PMIs, particularly growth oriented complex technology integrations. Learn more about BCG's approach, tools, and perspective on what makes software integrations different.
- Engineering, operations, and supplier collaboration are seen as having the highest potential to positively impact companies' bottom lines. Engineering in particular is cited as an area of high potential.
- Companies are focusing on improving productivity within their core competencies and growth in domestic markets using existing product extensions, as looming defense budget cuts and increased global competition weigh heavily on the industry.
- Suppliers perceive the greatest challenge as meeting schedule and lead time commitments across the global supply chain, while also facing expectations to take on more product development and cost reduction responsibilities. Lack of reliable schedule and plan information is a primary concern.
Which applications and software tools will procurement companies seek in the year 2013 and what will be the overall technological trends? Procurement research firm ISG and GEP provide insights into this aspect of the procurement function in this new research report, the second of a three-part series.
2012 New Research Report - GEP Value Trends: Procurement Strategy GEP
This document summarizes key findings from a survey conducted by ISG and GEP on procurement strategies and challenges. The top challenges cited were gaps in resource skills and lack of business unit support. While cost reduction targets were achievable, procurement struggled to influence high spend categories like professional services and marketing. Priorities for procurement included increasing strategic alignment, delivering cost savings, and expanding categories under management. Overall, the survey found opportunities for procurement to strengthen business partnerships, skills, and processes to drive more value.
Margin Performance Report - Exploring how companies can beat market expectationsCaroline Burns
In an environment characterized by uncertainty and global competition, margins are threatened like never before and cost optimization is running out of steam. How does margin relate to performance and how can margin be managed strategically?
Dr. Patrick Reinmoeller
Professor of Strategic Management
Cranfield School of Management
Cranfield University
Finding the relation between make or buy decisions and profitabilityIAEME Publication
This document summarizes a research paper that examines the relationship between make-or-buy decisions and profitability for batch manufacturing industries. The paper reviews literature showing mixed results on the impact of outsourcing on firm performance and profitability. It then describes a survey conducted of batch manufacturing industries to understand their make-buy trends, factors considered in make-buy decisions, and the impact on firm profitability. The goal is to provide guidance to manufacturing industries on make-buy decision-making and how it can impact profitability.
The document discusses rethinking supply chain analytics. It notes that traditional supply chains rely on structured data and Excel, but new forms of analytics using technologies like blockchain and cognitive computing will disrupt current approaches within 5 years. Barriers to adopting new analytics include a lack of alignment between business and IT teams and a need to re-skill employees. The document recommends testing new technologies through agile sprints, embracing disparate data through schema-on-read, and placing analytics at the core of digital transformations.
Imports & Exports Made Easier with Global Trade Management Software - 10 MAR ...Lora Cecere
Global trade is essential to growth, and it is growing more complex. Global Trade Management (GTM) software makes it easier to become a global shipper and ensures regulatory compliance. Success with GTM requires the careful selection and use of both the software and trade compliance content.
The average study respondent is a supply chain professional in North America working for a manufacturer with $4.5 billion in revenue. Over 90% of the respondents import and export goods; however, the software is only used to manage trade for 11 out of 19 of countries involved in exports. The top countries for the respondents to export and manage shipments from are the United States, China, Mexico, Germany, and England.
In the average company, there is not one solution; instead, the average company has solutions from three different providers. Unlike other software, there is a high satisfaction rate with GTM. In the study, 67% of users were satisfied with their GTM software, reporting a Return on Investment (ROI) of thirteen months with 70% of respondents stating that they had achieved a ROI.
In summary, GTM is a mature supply chain software with high satisfaction and a strong ROI. Here we share the results.
Which procurement activities are larger and mid-sized companies most likely to outsource and which ones do they prefer to keep in-house? Procurement research firm ISG and GEP provide you answers and insights in a new research report on procurement outsourcing in North America and Europe.
Supply Chain Metrics That Matter-A Focus on Semiconductor CompaniesLora Cecere
In this report, we share insights on 31 companies in the Semiconductor industry. This industry is the primary raw material provider and driver of innovation in the technology value network. Within the industry, there are three primary shifts defining the market:
1) Advanced analytics are pushing advancement in semiconductor manufacturing
2) New mobility trends are diversifying demand for automotive semiconductors
3) Security issues represent the greatest obstacle to growth of the Internet of Things, and semiconductor companies are helping address the issue
Within the technology value network, the story is survival. Price compression, technology advancement, and short product life cycles transformed supply chains. Most scrambled to keep up.
Due to the degree of change, some of the most advanced supply chain practices within any industry are in the technology value network. Despite the scramble to drive change and improve value, year-over-year change in this maturing value chain is a sea of red. In Table 1, the top number within each cell represents the average during the 2010 through 2016 time period, and the bottom number represents the percentage change in 2016 as compared to the value in 2010. So, the average growth in the Semiconductor industry was 14%, but the net change comparing the growth of 2010 to 2016 was a sharp decline of 23%.
Ovum Decision Matrix: Selecting an Outsourced Testing Service Provider 2014–15Cognizant
Cognizant has been recognized as “Market Leader” in Ovum Decision Matrix on Outsourced Testing Service Providers. According to the report, Cognizant stands out for how it articulates the implications of end-to-end responsibility and aligns them with organizational issues around testing services.
The impact of balanced scorecard to strengthen the competitiveness of industr...Alexander Decker
This research examines the impact of balanced scorecard (BSC) implementation on strengthening competitiveness in industrial companies in Syria. The researcher conducted a survey of engineering companies to determine the relationship between BSC and three measures of competitive advantage: cost advantage, quality advantage, and environmental advantage. The results found a significant positive correlation between BSC and each of the three competitive advantages. Specifically, BSC implementation was found to enhance a company's ability to reduce costs, improve quality, and enhance environmental practices, thereby strengthening overall competitiveness. The study contributes to understanding how performance management systems like BSC can help companies achieve strategic goals and competitive differentiation.
Business Guide for Supply Chain Leaders for S&OP in the PandemicLora Cecere
The return on investment for S&OP excellence in normal times is seven months, in the pandemic excellence in S&OP matters more than ever. Here we share a business guide for supply chain leaders to drive value and eliminate the pitfalls and potholes of S&OP evolution.
Sales and Operations Planning: A Guide for the Supply Chain LeaderLora Cecere
Covid-19 brings unprecedented times for the supply chain leader. Sales and Operations Planning is even more critical. Here we share insights on how to avoid the pitfalls and potholes of S&OP processes.
The document discusses innovation in the chemical industry. It finds that while most chemical innovation is rewarding, with returns above the cost of capital, there is variation in outcomes depending on a company's familiarity with the technology and market. Innovation projects take the longest and are least likely to succeed when companies have low familiarity with both the market and technology. However, these high-risk projects also have the highest potential margins. Overall, the analysis finds that chemical innovation on average provides returns of 14-18%, demonstrating it is a valuable activity for chemical companies. Carefully designing an innovation portfolio and improving market insights can help companies achieve better returns.
The document summarizes the results of a 2012 survey of the pharmaceutical industry. It finds that three-quarters of respondents ranked changing the commercial business model as a top priority. Companies are increasingly focusing on market access strategies, realigning sales forces, and managed markets. Respondents also reported widespread adoption of tablets and increased use of social media like LinkedIn and Facebook.
2016 Supply Chains to Admire - Report - 26 July 2016Lora Cecere
This document provides a summary of the 2016 Supply Chains to Admire report, which analyzes supply chain performance and shareholder value creation for 320 companies across 31 industries from 2009-2015. Sixteen companies were identified as "winners" that met criteria for improvement, value creation, and performance against peers. An additional 21 companies were "finalists" that also drove higher improvement and value. The report finds discrete industries like technology and medical devices had the most winners/finalists, while process industries like food and beverages showed more regression. Common traits of top supply chains included consistent leadership, managing complexity, and focus on horizontal processes rather than functional optimization.
In June of this year, we will publish our fifth analysis of the Supply Chains to Admire. The Supply Chains to Admire methodology celebrates companies that outperform their peer group while driving a faster rate of improvement. Improvement is easier to say than to measure. To create the Supply Chains to Admire, we developed a methodology to measure improvement. It is defined by the Supply Chain Index. To help companies better understand the Supply Chain Index and relative rates of change within an industry, here we dedicate an entire report to the methodology underlying the Index.
Global alliances-and-strategy-implementation-1225276363134096-9Bharthesh Rathnakar
1. The document discusses global strategic alliances between companies across borders and industries. It provides examples of alliances between French and Chinese TV companies and between automakers Toyota and GM.
2. Challenges in implementing global alliances include differing governance structures, cultural clashes, and disputes over control and proprietary technology. Guidelines are provided for forming successful alliances, such as choosing compatible partners.
3. The document also examines strategic alliances and joint ventures in Russia, noting both opportunities in natural resources and stabilized markets, and risks from economic instability and lack of capital. Minimizing political and economic risks is key.
Winners will improve responsiveness while cutting costsCBX Software
The document discusses the top concerns of apparel companies regarding global sourcing. It finds that the top three concerns are (1) the price of raw materials, (2) wage rates, and (3) customs logistics issues. To address these concerns and remain competitive, companies need to pursue more cost-saving opportunities such as exploring new sourcing countries and partners, increasing value-added services from suppliers, and improving supply chain efficiency. New technologies also need to be leveraged to gain better visibility and control over increasingly complex global supply chains.
Supply Chain Metrics That Matter: Semiconductors and Hard Disk Drives - 18 FE...Lora Cecere
Executive Overview
Supply chain leaders struggle to align corporate and supply chain strategy and drive improved performance. We term this difficult balancing act The Effective Frontier and explain it as the process of balancing growth, profitability, cycle and complexity within a company’s supply chain operations.
A supply chain is a complex system with increasing complexity. A major gap in many supply chain strategies is a nuanced understanding of supply chain potential when these elements are viewed together as a system.
The focus of this report is semiconductor and hard disk drive manufacturers. As seen in table 1, when it comes to supply chain performance, the industry is neither the best nor the worst. They fall squarely in the middle. While middle of the pack in operating margin, the industry has shown an increase in the cash-to-cash cycle and a decrease in inventory turns. With increasing complexity, the industry has struggled to maintain inventory turn performance over the period.
Companies further back in the supply chain have struggled to a higher degree to balance The Effective Frontier than those closer to usage. This is largely due to the bullwhip effect—the distortion of a demand signal as it gets passed downstream from trading partner to trading partner. The chemical industry manufacturers, like semiconductor & hard disk drive manufacturers, are three to five levels back in the supply chain. Comparing the results in table 1 for the two industries illustrates how much better the semiconductor & hard disk drive manufacturers have done in a similar orientation. Operating margin is comparable across the two, but the chemical industry has a higher cash-to-cash cycle level and almost a 50% lower inventory turns value.
Semiconductor and hard disk drive manufacturers have been successful in a challenging downstream position. Cost pressure from OEMS has not (as of yet) cut into margin, and growth levels have remained strong with the move to mobile. Inventory remains problematic with all six companies in this report, demonstrating increased DOI and decreased inventory turns, since the start of the century. Part of this is likely due to the lengthening of the global supply chain, while another part is partly due to rising product and process complexity, but it remains a concern.
Historically, the industry has made strong gains on productivity. An increasing move towards automation in the precision driven manufacturing environment is expected to continue the rise in revenue per employee performance.
In this report, we discuss the financial realities of the semiconductor and hard disk drive supply chain and offer recommendations for improvement.
Putting Together the Pieces - A Guide to S&OP Technology Selection- 20 AUGUST...Lora Cecere
This report is the third in a three-part series. First we define a market-driven value network, then we apply these concepts to the Sales and Operations Planning process, and finally, we discuss the purchase of technology to enable this vision. Here are links to the reports:
• Building Market-driven Value Networks
• Market-driven Sales and Operations Planning
• Putting Together the Pieces
This report is based on nine years of observations of the Sales and Operations Software market’s evolution. It is built on the premise that the best research is based on year-over-year studies and ongoing market triangulation.
1. The document outlines a framework for supply chain excellence with three focus areas: strategy, customer, and core capabilities.
2. It presents a 10-level model for assessing procurement and supply chain maturity, ranging from basic price negotiation to integrated enterprise-wide supply networks.
3. Key performance indicators and capabilities are described at each level to measure areas like compliance, cost reductions, inventory management, and collaboration with suppliers.
The document discusses sales and operations planning (S&OP) and whether it enables transformational change or continuous improvement. S&OP has been used by companies for some time but faces external challenges from markets and consumers and internal challenges of complexity and change management. The key discussion points are about defining S&OP and integrated business planning, the challenges of implementing S&OP, and whether S&OP enables transformational change or continuous improvement. S&OP is presented as a 5-stage process to synchronize planning and execution across various time horizons. Transforming S&OP requires changes to strategy, organization, processes, performance management and IT/tools.
Sistem pembayaran adalah sistem yang mencakup seperangkat aturan, lembaga dan mekanisme yang digunakan untuk memindahkan dana guna memenuhi kewajiban ekonomi. Sistem pembayaran terdiri dari alat pembayaran, sistem transfer antarbank, lembaga pengoperasian, dan saluran pembayaran. Bank Indonesia mengatur sistem pembayaran berdasarkan prinsip keamanan, efisiensi, akses setara, dan perlindungan konsumen.
O documento discute as teorias sobre a origem da vida. Inicialmente acreditava-se na geração espontânea, mas experimentos mostraram que a vida surge apenas através da reprodução. Redi e Spallanzani forneceram evidências contra a abiogênese ao mostrarem que micróbios surgiam de ovos, não da matéria não-viva. Pasteur realizou experimentos definitivos que derrubaram a hipótese da geração espontânea ao mostrar que a vida surge apenas de vida pré-existente.
Finding the relation between make or buy decisions and profitabilityIAEME Publication
This document summarizes a research paper that examines the relationship between make-or-buy decisions and profitability for batch manufacturing industries. The paper reviews literature showing mixed results on the impact of outsourcing on firm performance and profitability. It then describes a survey conducted of batch manufacturing industries to understand their make-buy trends, factors considered in make-buy decisions, and the impact on firm profitability. The goal is to provide guidance to manufacturing industries on make-buy decision-making and how it can impact profitability.
The document discusses rethinking supply chain analytics. It notes that traditional supply chains rely on structured data and Excel, but new forms of analytics using technologies like blockchain and cognitive computing will disrupt current approaches within 5 years. Barriers to adopting new analytics include a lack of alignment between business and IT teams and a need to re-skill employees. The document recommends testing new technologies through agile sprints, embracing disparate data through schema-on-read, and placing analytics at the core of digital transformations.
Imports & Exports Made Easier with Global Trade Management Software - 10 MAR ...Lora Cecere
Global trade is essential to growth, and it is growing more complex. Global Trade Management (GTM) software makes it easier to become a global shipper and ensures regulatory compliance. Success with GTM requires the careful selection and use of both the software and trade compliance content.
The average study respondent is a supply chain professional in North America working for a manufacturer with $4.5 billion in revenue. Over 90% of the respondents import and export goods; however, the software is only used to manage trade for 11 out of 19 of countries involved in exports. The top countries for the respondents to export and manage shipments from are the United States, China, Mexico, Germany, and England.
In the average company, there is not one solution; instead, the average company has solutions from three different providers. Unlike other software, there is a high satisfaction rate with GTM. In the study, 67% of users were satisfied with their GTM software, reporting a Return on Investment (ROI) of thirteen months with 70% of respondents stating that they had achieved a ROI.
In summary, GTM is a mature supply chain software with high satisfaction and a strong ROI. Here we share the results.
Which procurement activities are larger and mid-sized companies most likely to outsource and which ones do they prefer to keep in-house? Procurement research firm ISG and GEP provide you answers and insights in a new research report on procurement outsourcing in North America and Europe.
Supply Chain Metrics That Matter-A Focus on Semiconductor CompaniesLora Cecere
In this report, we share insights on 31 companies in the Semiconductor industry. This industry is the primary raw material provider and driver of innovation in the technology value network. Within the industry, there are three primary shifts defining the market:
1) Advanced analytics are pushing advancement in semiconductor manufacturing
2) New mobility trends are diversifying demand for automotive semiconductors
3) Security issues represent the greatest obstacle to growth of the Internet of Things, and semiconductor companies are helping address the issue
Within the technology value network, the story is survival. Price compression, technology advancement, and short product life cycles transformed supply chains. Most scrambled to keep up.
Due to the degree of change, some of the most advanced supply chain practices within any industry are in the technology value network. Despite the scramble to drive change and improve value, year-over-year change in this maturing value chain is a sea of red. In Table 1, the top number within each cell represents the average during the 2010 through 2016 time period, and the bottom number represents the percentage change in 2016 as compared to the value in 2010. So, the average growth in the Semiconductor industry was 14%, but the net change comparing the growth of 2010 to 2016 was a sharp decline of 23%.
Ovum Decision Matrix: Selecting an Outsourced Testing Service Provider 2014–15Cognizant
Cognizant has been recognized as “Market Leader” in Ovum Decision Matrix on Outsourced Testing Service Providers. According to the report, Cognizant stands out for how it articulates the implications of end-to-end responsibility and aligns them with organizational issues around testing services.
The impact of balanced scorecard to strengthen the competitiveness of industr...Alexander Decker
This research examines the impact of balanced scorecard (BSC) implementation on strengthening competitiveness in industrial companies in Syria. The researcher conducted a survey of engineering companies to determine the relationship between BSC and three measures of competitive advantage: cost advantage, quality advantage, and environmental advantage. The results found a significant positive correlation between BSC and each of the three competitive advantages. Specifically, BSC implementation was found to enhance a company's ability to reduce costs, improve quality, and enhance environmental practices, thereby strengthening overall competitiveness. The study contributes to understanding how performance management systems like BSC can help companies achieve strategic goals and competitive differentiation.
Business Guide for Supply Chain Leaders for S&OP in the PandemicLora Cecere
The return on investment for S&OP excellence in normal times is seven months, in the pandemic excellence in S&OP matters more than ever. Here we share a business guide for supply chain leaders to drive value and eliminate the pitfalls and potholes of S&OP evolution.
Sales and Operations Planning: A Guide for the Supply Chain LeaderLora Cecere
Covid-19 brings unprecedented times for the supply chain leader. Sales and Operations Planning is even more critical. Here we share insights on how to avoid the pitfalls and potholes of S&OP processes.
The document discusses innovation in the chemical industry. It finds that while most chemical innovation is rewarding, with returns above the cost of capital, there is variation in outcomes depending on a company's familiarity with the technology and market. Innovation projects take the longest and are least likely to succeed when companies have low familiarity with both the market and technology. However, these high-risk projects also have the highest potential margins. Overall, the analysis finds that chemical innovation on average provides returns of 14-18%, demonstrating it is a valuable activity for chemical companies. Carefully designing an innovation portfolio and improving market insights can help companies achieve better returns.
The document summarizes the results of a 2012 survey of the pharmaceutical industry. It finds that three-quarters of respondents ranked changing the commercial business model as a top priority. Companies are increasingly focusing on market access strategies, realigning sales forces, and managed markets. Respondents also reported widespread adoption of tablets and increased use of social media like LinkedIn and Facebook.
2016 Supply Chains to Admire - Report - 26 July 2016Lora Cecere
This document provides a summary of the 2016 Supply Chains to Admire report, which analyzes supply chain performance and shareholder value creation for 320 companies across 31 industries from 2009-2015. Sixteen companies were identified as "winners" that met criteria for improvement, value creation, and performance against peers. An additional 21 companies were "finalists" that also drove higher improvement and value. The report finds discrete industries like technology and medical devices had the most winners/finalists, while process industries like food and beverages showed more regression. Common traits of top supply chains included consistent leadership, managing complexity, and focus on horizontal processes rather than functional optimization.
In June of this year, we will publish our fifth analysis of the Supply Chains to Admire. The Supply Chains to Admire methodology celebrates companies that outperform their peer group while driving a faster rate of improvement. Improvement is easier to say than to measure. To create the Supply Chains to Admire, we developed a methodology to measure improvement. It is defined by the Supply Chain Index. To help companies better understand the Supply Chain Index and relative rates of change within an industry, here we dedicate an entire report to the methodology underlying the Index.
Global alliances-and-strategy-implementation-1225276363134096-9Bharthesh Rathnakar
1. The document discusses global strategic alliances between companies across borders and industries. It provides examples of alliances between French and Chinese TV companies and between automakers Toyota and GM.
2. Challenges in implementing global alliances include differing governance structures, cultural clashes, and disputes over control and proprietary technology. Guidelines are provided for forming successful alliances, such as choosing compatible partners.
3. The document also examines strategic alliances and joint ventures in Russia, noting both opportunities in natural resources and stabilized markets, and risks from economic instability and lack of capital. Minimizing political and economic risks is key.
Winners will improve responsiveness while cutting costsCBX Software
The document discusses the top concerns of apparel companies regarding global sourcing. It finds that the top three concerns are (1) the price of raw materials, (2) wage rates, and (3) customs logistics issues. To address these concerns and remain competitive, companies need to pursue more cost-saving opportunities such as exploring new sourcing countries and partners, increasing value-added services from suppliers, and improving supply chain efficiency. New technologies also need to be leveraged to gain better visibility and control over increasingly complex global supply chains.
Supply Chain Metrics That Matter: Semiconductors and Hard Disk Drives - 18 FE...Lora Cecere
Executive Overview
Supply chain leaders struggle to align corporate and supply chain strategy and drive improved performance. We term this difficult balancing act The Effective Frontier and explain it as the process of balancing growth, profitability, cycle and complexity within a company’s supply chain operations.
A supply chain is a complex system with increasing complexity. A major gap in many supply chain strategies is a nuanced understanding of supply chain potential when these elements are viewed together as a system.
The focus of this report is semiconductor and hard disk drive manufacturers. As seen in table 1, when it comes to supply chain performance, the industry is neither the best nor the worst. They fall squarely in the middle. While middle of the pack in operating margin, the industry has shown an increase in the cash-to-cash cycle and a decrease in inventory turns. With increasing complexity, the industry has struggled to maintain inventory turn performance over the period.
Companies further back in the supply chain have struggled to a higher degree to balance The Effective Frontier than those closer to usage. This is largely due to the bullwhip effect—the distortion of a demand signal as it gets passed downstream from trading partner to trading partner. The chemical industry manufacturers, like semiconductor & hard disk drive manufacturers, are three to five levels back in the supply chain. Comparing the results in table 1 for the two industries illustrates how much better the semiconductor & hard disk drive manufacturers have done in a similar orientation. Operating margin is comparable across the two, but the chemical industry has a higher cash-to-cash cycle level and almost a 50% lower inventory turns value.
Semiconductor and hard disk drive manufacturers have been successful in a challenging downstream position. Cost pressure from OEMS has not (as of yet) cut into margin, and growth levels have remained strong with the move to mobile. Inventory remains problematic with all six companies in this report, demonstrating increased DOI and decreased inventory turns, since the start of the century. Part of this is likely due to the lengthening of the global supply chain, while another part is partly due to rising product and process complexity, but it remains a concern.
Historically, the industry has made strong gains on productivity. An increasing move towards automation in the precision driven manufacturing environment is expected to continue the rise in revenue per employee performance.
In this report, we discuss the financial realities of the semiconductor and hard disk drive supply chain and offer recommendations for improvement.
Putting Together the Pieces - A Guide to S&OP Technology Selection- 20 AUGUST...Lora Cecere
This report is the third in a three-part series. First we define a market-driven value network, then we apply these concepts to the Sales and Operations Planning process, and finally, we discuss the purchase of technology to enable this vision. Here are links to the reports:
• Building Market-driven Value Networks
• Market-driven Sales and Operations Planning
• Putting Together the Pieces
This report is based on nine years of observations of the Sales and Operations Software market’s evolution. It is built on the premise that the best research is based on year-over-year studies and ongoing market triangulation.
1. The document outlines a framework for supply chain excellence with three focus areas: strategy, customer, and core capabilities.
2. It presents a 10-level model for assessing procurement and supply chain maturity, ranging from basic price negotiation to integrated enterprise-wide supply networks.
3. Key performance indicators and capabilities are described at each level to measure areas like compliance, cost reductions, inventory management, and collaboration with suppliers.
The document discusses sales and operations planning (S&OP) and whether it enables transformational change or continuous improvement. S&OP has been used by companies for some time but faces external challenges from markets and consumers and internal challenges of complexity and change management. The key discussion points are about defining S&OP and integrated business planning, the challenges of implementing S&OP, and whether S&OP enables transformational change or continuous improvement. S&OP is presented as a 5-stage process to synchronize planning and execution across various time horizons. Transforming S&OP requires changes to strategy, organization, processes, performance management and IT/tools.
Sistem pembayaran adalah sistem yang mencakup seperangkat aturan, lembaga dan mekanisme yang digunakan untuk memindahkan dana guna memenuhi kewajiban ekonomi. Sistem pembayaran terdiri dari alat pembayaran, sistem transfer antarbank, lembaga pengoperasian, dan saluran pembayaran. Bank Indonesia mengatur sistem pembayaran berdasarkan prinsip keamanan, efisiensi, akses setara, dan perlindungan konsumen.
O documento discute as teorias sobre a origem da vida. Inicialmente acreditava-se na geração espontânea, mas experimentos mostraram que a vida surge apenas através da reprodução. Redi e Spallanzani forneceram evidências contra a abiogênese ao mostrarem que micróbios surgiam de ovos, não da matéria não-viva. Pasteur realizou experimentos definitivos que derrubaram a hipótese da geração espontânea ao mostrar que a vida surge apenas de vida pré-existente.
Spot Trading Company is a reliable supplier and distributor of industrial equipment, electrical equipment, and flameproof products. They offer items like firefighting equipment, valves, pipes, lights, sensors, and more. They are based in New Delhi and are led by founder Naresh Garg. Their qualified team works to deliver high-quality products from global manufacturers to meet customers' needs on time.
O documento discute o papel do supervisor pedagógico no planejamento escolar. O supervisor orienta o processo de planejamento, estabelece prioridades com os professores e assegura que o planejamento esteja alinhado com a proposta pedagógica da escola. Além disso, o documento ressalta a importância do supervisor desenvolver habilidades relacionais como ouvir, falar e cuidar dos professores, alunos e funcionários para fortalecer as relações interpessoais.
Trabajo de informatica iii esquizofreniairan mendoza
El documento proporciona información sobre la esquizofrenia, incluyendo los criterios de diagnóstico, subtipos, causas, tratamientos e hipótesis sobre la neurotransmisión. Los criterios de diagnóstico incluyen síntomas como ideas delirantes y alucinaciones. Los tratamientos incluyen antipsicóticos y terapia conductual. Existen varias hipótesis sobre los desequilibrios en la dopamina, la serotonina y el glutamato.
Este documento describe el rompecabezas clásico de las Torres de Hanoi. El objetivo del rompecabezas es mover una pila de discos de diferentes tamaños de una torre a otra siguiendo las reglas de que solo se puede mover un disco a la vez y los discos más grandes nunca pueden estar encima de los más pequeños. El documento explica cómo aplicar el método "divide y vencerás" para resolver el rompecabezas de manera recursiva en el menor número posible de movimientos.
Supply Chain Edge Generating Maximum Value from Transportation Outsourcing Wh...joebradySCE
Managed well, the transportation function can deliver differentiated customer service and cost advantages, both of which are critical to success in today\'s uncertain environment. Yet companies face several challenges to deriving sustainable value from transportation, including volatile fuel costs, vendor consolidation, rising customer service demands, and increasingly complex supply networks. In this white paper, Supply Chain Edge explores these and other key challenges, as well as how outsourcing can help companies overcome them and generate greater value from their transportation operations.
In the 2015 19th Annual Third Party Logistics Study, survey results showed the continuing, positive overall nature of shipper-3PL relationships. The Annual Third Party Logistics Study, which identifies trends and explores how both 3PLs and shippers are using these relationships to improve and enhance their businesses and supply chains, was influenced by industry executives and experts from around the world.
This document discusses nutrition and nutritional support for patients. It notes that malnutrition is common in hospitalized patients, especially those with gastrointestinal diseases or postoperative complications, and that malnourished patients have higher risks of complications and death. The aim of nutritional support is to identify at-risk patients and meet their nutritional needs through the most appropriate route to minimize complications. Methods of assessment and artificial nutritional support through enteral or parenteral means are described, along with their potential complications.
United States Air Force Selects PTC Service Parts Management to Optimize its ...PTC
PTC Service Parts Management SaaS Solution to Improve Weapon Systems Availability While Simultaneously Reducing Operational Costs
NEEDHAM, Mass. – January 31, 2017 –– PTC (NASDAQ: PTC) today announced that the United States Air Force (USAF) has selected the PTC Service Parts Management (SPM) SaaS solution to deliver integrated supply chain planning and enhance weapon systems support at Air Force Sustainment Center (AFSC) locations around the globe. PTC SPM SaaS is part of the Servigistics® suite of Service Lifecycle Management solutions.
Presentation used by Kenneth Sturdivant during MBA Masterclass "Outsourcing the Supply Chain" at Maastricht School of Management Romania - 6th of October 2011
Win with partners - Detecon International Partnering Journey Riem Jalajel
This presentation will give you a short introduction on why partnering is becoming increasingly important to stay competitive and what you have to bare in mind when considering to partner.
As organizations embrace digital transformation, application quality is gaining greater strategic focus but many are still slow to engage in testing early enough and demonstrate its ROI effectively.
The fifth edition of the World Quality Report reveals the latest trends in Testing and puts forward recommendations on improving Quality Assurance.
#KPMG Manufacturing outlook 2014. #SCM transparency, cost insight and supply chain integration is main focus for global manufacturers. Development of S&OP will help to achieve these goals.
Gartner's new report, PLM for Apparel 2013: Preparing for the Next Wave of ValueCBX Software
Only a few years ago, Product Lifecycle Management (PLM) solutions were a new way for retailers and brands to reduce product development costs and cut lead times. These days companies are looking for more.
Gartner's new report, PLM for Apparel 2013: Preparing for the Next Wave of Value, sponsored by Core Solutions, provides an insightful look at how apparel retailers and brands are looking at PLM systems in a more mature way.
The Highlights:
• Most companies (63%) still plan to invest in PLM in 2013
• Faster time to market is the number 1 expected benefit
• Standardization of processes is a new expectation of PLM
• Anlaytics, Critical Path Management and Social
Compliance are the most desired PLM enhancements
• A top expectation of PLM is end-to-end visibility
At Core Solutions we take a more holistic view towards PLM. We see PLM as one critical part of the entire extended supply chain. Our solution supports companies all the way through, from concept to delivery.
http://www.coresolutions.com/
This article discusses how businesses can improve their Sales & Operations Planning (S&OP) process by incorporating scenario planning using probabilistic planning, predictive analytics, and simulation to better address uncertainty, complexity, and risk. Currently, S&OP processes do not adequately account for these factors and can hide critical details. The article recommends using predictive analytics on demand data and scenario planning with quantitative methods to generate alternative plans and assess risks. This will help businesses better balance supply and demand when facing uncertainties.
This document outlines a project to help manage outsourcing projects more effectively. The project aims to decrease outsourcing project failures, improve efficiency for suppliers and contractors, and increase profitability. Specific objectives include creating supply chain and knowledge management systems, reducing costs, improving communication between partners, and regulating the outsourcing market. The project scope involves selecting organizations to help with events, producing a supplier directory, and documenting best practices. Risks include meeting deadlines, supplier issues, and changes to client requirements.
This document outlines a project to help manage outsourcing projects more effectively. The project aims to decrease outsourcing project failures, improve efficiency for suppliers and contractors, and increase profitability. Specific objectives include creating supply chain and knowledge management systems, reducing costs, improving communication between partners, and regulating the outsourcing market. The project scope involves selecting organizations to help with events, producing a supplier directory, and documenting best practices. Risks include meeting deadlines, supplier issues, and changes to client requirements.
This document outlines a project to help manage outsourcing projects more effectively. The project aims to decrease outsourcing project failures, improve efficiency for suppliers and contractors, and increase profitability. Specific objectives include creating supply chain and knowledge management systems, reducing costs, improving communication between partners, and regulating the outsourcing market. The project scope involves selecting organizations to help with events, producing a supplier directory, and documenting best practices. Risks include meeting deadlines, supplier issues, and changes to client requirements.
This document outlines a project to help manage outsourcing projects more effectively. The project aims to decrease outsourcing project failures, improve efficiency for suppliers and contractors, and increase profitability. Specific objectives include creating supply chain and knowledge management systems, reducing costs, improving communication between partners, and regulating the outsourcing market. The project scope involves selecting organizations to help with events, producing a supplier directory, and documenting best practices. Risks include meeting deadlines, supplier issues, and changes to client requirements.
This document outlines a project to help manage outsourcing projects more effectively. The project aims to decrease outsourcing project failures, improve efficiency for suppliers and contractors, and increase profitability. Specific objectives include creating supply chain and knowledge management systems, reducing costs, improving communication between partners, and regulating the outsourcing market. The project scope involves selecting organizations to help with events, producing a supplier directory, and documenting best practices. Risks include meeting deadlines, supplier issues, and changes to client requirements.
This document outlines a project to help manage outsourcing projects more effectively. The project aims to decrease outsourcing project failures, improve efficiency for suppliers and contractors, and increase profitability. Specific objectives include creating supply chain and knowledge management systems, reducing costs, improving communication between partners, and regulating the outsourcing market. The project scope involves selecting organizations to help with events, producing a supplier directory, and documenting best practices. Risks include meeting deadlines, supplier issues, and changes to client requirements.
This document outlines a project to help manage outsourcing projects more effectively. The project aims to decrease outsourcing project failures, improve efficiency for suppliers and contractors, and increase profitability. Specific objectives include creating supply chain and knowledge management systems, reducing costs, improving communication between partners, and regulating the outsourcing market. The project scope involves selecting organizations to help with events, producing a supplier directory, and documenting best practices. Risks include meeting deadlines, supplier issues, and changes to client requirements.
5 major opportunities awaiting manufacturers and their CFOsGrant Thornton LLP
It’s an exciting time to be in manufacturing. Revenues are on the rise, employment is up, and with potential for increased profits, today’s manufacturing CFOs understand that their role goes beyond the bottom line. A fall 2014 Grant Thornton LLP survey of 350 CFOs explored some of these burgeoning possibilities. This infographic identifies C-level insights about how to make the most of them.
Find out more about our survey at grantthornton.com/valueaddCFO.
Disruptive outsourcing leaps to the front. Our 2018 survey of more than 500 executives from leading organizations indicates that disruptive outsourcing solutions—led by cloud and automation—are fundamentally transforming traditional outsourcing. https://deloi.tt/2x7zxb8
Kocg9696sixkeytrendsinoutsourcingebook 130924055917-phpapp01자영 이
Six key trends in outsourcing are summarized:
1. Outsourcing is no longer primarily about cost savings but also about competitive agility, scalability, and innovation.
2. Near-shoring to locations with similar time zones and cultures is becoming more common to gain efficiencies while maintaining quality.
3. Outsourcing is being applied to more strategic functions like finance, HR, and customer relations management.
4. Mid-sized companies are expanding outsourcing more than larger firms to reduce costs and improve operations.
5. Outsourcers and clients directly compete for talent as outsourced work moves to more specialized, strategic roles.
6. Industry structures and processes are becoming more
Kocg9696sixkeytrendsinoutsourcingebook 130924055917-phpapp01자영 이
Six key trends in outsourcing are summarized:
1. Outsourcing is no longer primarily about cost savings but also about competitive agility, scalability, and innovation.
2. Near-shoring to locations with similar time zones and cultures is becoming more common to gain efficiencies while maintaining quality.
3. Outsourcing is being applied to more strategic functions like finance, HR, and customer relations management.
4. Mid-sized companies are expanding outsourcing more than larger firms to reduce costs and improve compliance.
5. Outsourcers and clients directly compete for talent as outsourced work moves to more specialized, strategic roles.
6. Industry structures and processes are becoming more
The document discusses the key findings of a survey of over 200 European process excellence professionals. It found that 69% plan to invest in operational excellence in the next year. Operations was identified as needing the most process improvement work. Improving customer satisfaction through efficiency and quality was seen as the top benefit of process excellence initiatives. The most used methodologies were found to be business process management, Lean, Lean Six Sigma, and Agile. Artificial intelligence use was still low.
This document discusses why sales and operations planning (S&OP) is so difficult for many companies. It summarizes the results of two quantitative surveys on S&OP and inventory management. The document finds that there are five main barriers that make S&OP challenging: 1) functional organizations have misaligned metrics, 2) a lack of understanding of the supply chain as a complex system, 3) a lack of organizational alignment, particularly between sales and operations, 4) a lack of balance in the S&OP process between commercial and operations needs, and 5) a reliance on spreadsheets rather than dedicated S&OP technologies. The document provides recommendations for overcoming each barrier, such as aligning metrics across functions and linking S&
The document discusses collaboration trends based on a survey of 900 enterprises. Key findings include:
- Nearly 40% of organizations don't have a defined collaboration strategy. However, lines of business play a key role in defining strategies for 60% of organizations.
- Increasing sales is the second most important goal of collaboration strategies. However, few organizations measure success through return on investment.
- Collaboration has improved productivity and decision-making but many organizations fail to leverage it to improve competitiveness.
- Cloud-based collaboration is a strategic goal but few organizations currently rely on cloud services and adoption is expected to be gradual.
- Lines of business increasingly purchase and support their own collaboration technologies independently of IT departments.
Adobe2013 digitalmarketingoptimizationsurvey finalreport_april2013JOSÉ RAMON CARIAS
The document summarizes key findings from the Adobe 2013 Digital Marketing Optimization Survey. The majority of companies spend 5% or less of their marketing budget on optimization activities like testing and personalization. Those spending over 25% on optimization see twice the website conversion rates of those spending less. While testing is important, only 11% of companies have adopted it company-wide, and over half still do manual testing. Personalization also remains underutilized, with only 22% automating content personalization.
Similar to Supply chain Outsourcing advantages and pitfalls (20)
BOOST YOUR CREDIBILITY & TRUST WITH VIDEO TESTIMONIALS.pdfAshwin Pk
BOOST YOUR CREDIBILITY & TRUST WITH VIDEO TESTIMONIALS.
Let authentic stories from satisfied clients elevate your brand and connect with your audience. Discover the power of genuine testimonials today.
We are Visual Entity, a video production house, a one-stop shop for all your video requirements. We venture into making unmatched content with our Corporate video, Animated Explainer video, Startup video, Kickstarter video, Product video, TV commercials, and Youtube campaign. We believe in story-driven films that help you make an authentic and meaningful connection with your audience.
Foresic Academy. Information Security Company in Punjab (INDIA)Forensic Academy
Forensic Academy follows a broad vision of defending information from unauthorized access, use , disclosure,
disruption, modification, perusal, inspection, recording or destruction. The aim at Forensic Academy is to
provide information security solutions to clients with wide line-up of platforms: network, web application,
Android or IOS Application, Servers, Cloud and databases. Forensic Academy provides practical and interactive
training on Ethical hacking covering various subjects in information security and has structured customized
certification courses covering needs of newbies', students and corporate world- Forensic Academy aims to
cater to the need of all.
FORENSIC ACADEMY has a larger aim of expanding the IT Security which is not more that 10 years old in
INDIA. India has not more than 1000 cyber security experts which are quite less compared to the requirement
of more than 4 lakh experts. Increase in worldwide awareness in cyber security demands a growth in India
too.
Digitalz Pro Media & Technologies - Best Digital Marketing Company in Faridabaddakshjain0501
"Digitalz Pro Media and Technologies Private Limited is the best Digital Marketing company in Faridabad. We are an end-to-end service provider in Digital Marketing.
Our Services range from:
- Website Development
- SEO
- Lead Generation
- Google Ads
- Social Media Management
- LinkedIn Networking
- Email Marketing
- Online Press Release"
At C.S. Soft Solutions (I) Pvt Ltd, we understand the power of a well-crafted content marketing plan in positioning your brand as an industry leader. Our blog guides you through creating a comprehensive strategy that leverages valuable content, audience relevance, and data-driven techniques to drive conversions and build trust. Let us help you develop a roadmap to success with our expertise in content-driven marketing. Join us on this journey to elevate your brand to new heights. Visit our website https://www.cssoftsolutions.com/services/content-driven-marketing/
Material Testing Lab Services in Dubai.pdfsandeepmetsuae
Dubai is home to numerous advanced material testing labs, offering state-of-the-art facilities for a wide range of industries. These labs provide critical services such as mechanical testing, chemical analysis, and non-destructive testing, ensuring the quality and durability of materials used in construction, aerospace, and manufacturing.
Whatsapp Number for Paid Service:
+447490809237
How To Check SIM Owner Name And CNIC Of Any Mobile Number
Thanks to the Pakistan Telecommunication Authority’s (PTA) online verification facilities, obtaining SIM owner information has become much easier. Here’s how to find the CNIC and SIM owner details by number:
Compose an SMS to 667: Open a new message on your SIM card and write “MNP”.
Send the SMS: Send this message to the shortcode 667.
Receive Information: Wait for a reply. A message containing the name of the SIM owner associated with the specific SIM number will be sent to you.
Additionally, you can visit or call your network service provider’s local customer care center to confirm the SIM registration status and owner’s name. This simplified procedure eliminates the need for extensive documentation and offers a convenient way to obtain necessary SIM details in Pakistan.
Check SIM Owner Details With Name Online
In Pakistan, there are various Android apps and software solutions available to check the SIM owner’s name by mobile number online. However, it is important to note that most of these apps have not been approved by the Pakistan Telecommunication Authority (PTA), and their use is not recommended. If you choose to use these apps, proceed with caution. Remember, the current law only permits the registration of five SIMs under one identity.
Always verify the validity of any software or tool you decide to use, as unauthorized access to SIM owner credentials may have legal consequences.
Check Jazz SIM Owner Name Details 2024
To check Jazz SIM owner name and details online, follow these steps:
Open the Messaging App: On your mobile phone, open the messaging app.
Create a New Message: Type “667” in the recipient field.
Write the Message: Type “MNP” in the message body.
Send the Message: Send the message using your Jazz SIM.
Wait for a Response: You will receive a message containing the SIM owner’s name and CNIC number associated with the Jazz SIM you are using.
Terms:
Codes can change at any time. Check the Jazz website if the code above has an error.
For further information, call the Jazz helpline.
You can check the Jazz SIM owner, registered address, and location by calling the helpline.
Check Ufone Sim Owner Name Details 2024.
If you want to Check Ufone SIM Owner Name & Ufone SIM Owner Details online check it by the following steps:
Open the messaging app on your mobile phone.
Create a new message.
In the recipient field, type “667”.
In the message body, type “MNP”.
Send the message through your Ufone SIM.
Wait for a response. You will receive a message containing the SIM owner’s name and CNIC number associated with the Ufone SIM which is in your use.
#sim owner details
#sim owner details pakistan
#nadra sim owner details
#sim owner details by number
#sim owner details online
#sim owner details apk
#sim owner details app
#sim owner details online check pakistan
#pak sim data sim owner details
#zong sim owner details
How Live-In Care Benefits Chronic Disease Management.pdfKenWaterhouse
Explore how live-in care can significantly benefit chronic disease management, enhancing the quality of life for those affected and providing peace of mind for their families.
An OpenText™ Vulnerability Assessment provides organizations with a thorough understanding of the weaknesses and potential risks in their applications, systems, and networks. Armed with this insight, they can address vulnerabilities, enhance their cybersecurity defenses, and ensure compliance with insurance and regulatory requirements.
Ant Pest Control Services, Yorkshire, UKlarryvhidalgo
If you suspect an ant infestation, Apex Pest Control can offer a comprehensive inspection. With our expertise in ant species identification, our ant control experts provide targeted ant treatments.
Material Testing Lab Services in Dubai.pptxsandeepmetsuae
Dubai is home to numerous advanced material testing labs, offering state-of-the-art facilities for a wide range of industries. These labs provide critical services such as mechanical testing, chemical analysis, and non-destructive testing, ensuring the quality and durability of materials used in construction, aerospace, and manufacturing.
The AIW Delivers on the Importance of Waterproofing
On March 29, 2017, the AIW attended and presented at the ADEB (Architects Designers Engineers Builders) Waterproofing Breakfast Seminar in Sydney. The focus was on addressing commercial waterproofing and residential high-rise waterproofing failures and solutions.
Presentations and Key Points
Paul Evans, AIW President, gave an overview of the AIW's role in raising waterproofing standards in Australia. Robert McDonald, an AIW member, delivered a session on the “Australian Standards in Waterproofing.” These presentations covered:
Common defects in internal and external waterproofing
Priming and substrate moisture content
Inspection and testing of waterproofing
Drainage and waterproofing techniques
Product knowledge and standards compliance, including:
CA 55 - 1970 (Design and Installation of Bituminous Fabric Roofing)
AS 3740 (Waterproofing Wet Areas in Residential Buildings)
AS 4858 - 2004 (Wet Area Membranes)
AS 4654 - 2012 (Waterproofing Membrane)
The AIW remains dedicated to updating, providing current information, and educational resources for all industries involved with waterproofing.
Achieving Uniform Waterproofing Compliance Nationally
Achieving uniform waterproofing compliance across Australia involves collaboration with State and Territory Regulatory Authorities, which play a crucial role. Current licensing requirements are often disjointed, and in many states, not mandatory.
Local authorities and building surveyors request Waterproofing Application Certificates to certify compliance with BCA and Australian Standards. These certificates must be issued by a competent person, whose work falls under the scope of their license or who has formal qualifications to carry out the work. Training and qualifications are regulated under the National Qualifications Framework.
Comprehensive Guide to Balcony Waterproofing Repairs
Addressing Leaking Balconies, Roofs, and Rooftop Terraces
Leaking balconies, roofs, and rooftop terraces can cause catastrophic damage to structures below. Water leaks may cause not only aesthetic and superficial damage but can also compromise the structural integrity of the building envelope. If a failed waterproofing membrane is the cause, re-grouting or surface sealing is merely a temporary fix. Such band-aid methods will eventually fail, causing cracks in tiles, grout, and membranes as the balcony moves.
In many cases, failed membranes require a complete strip-off, structural repairs if needed, reinstallation of waterproofing, and a new finish surface. Key considerations in this process include the strength of the subfloor and screed, presence of substrate dips and hollows, correct balcony slope and fall, window and door frame installation, door threshold sealing, adequate drainage, and the potential for underlying pipe leaks. Existing tiling and expansion joints should also be assessed to determine their role in the balcony failure.
Waterproofing Preparation
Proper preparation is critical for any waterproofing membrane installation. The substrate must be clean, free of dirt and other contaminants. This involves vacuum cleaning and/or diamond grinding to ensure a smooth, dry, and debris-free surface. In some cases, washing the substrate may be necessary.
Waterproofing Detailing
Before installing a waterproofing system, construction features that interrupt the membrane layer must be adequately protected and sealed. This includes:
Perimeter Upturns: Attachment points for railings and balustrades, joints between horizontal and vertical surfaces, and structural and expansion joints. Sealant should be applied 15mm wide to all junctions, reinforced with polyester or fiberglass mat to a DFT of 1.2mm, 100mm above finished floor height, or 25mm above the water line. The membrane system should be installed 200mm onto balcony floor areas.
Door/Window Step Downs: Similar to perimeter upturns, apply sealant 15mm wide to all junctions, reinforced with fiberglass mat to a DFT of 1.2mm, ensuring the membrane system is installed 200mm onto balcony areas.
Drains & Floor Waste Details: All floor wastes should have a recessed leak control flange installed, primed with appropriate primer, and the membrane system installed as per specifications.
Waterproofing Installation: Australian Standards
The installation of a Class 2/3 waterproof membrane system to external concrete must comply with AS 4654.2. Key considerations for installation include:
Installation Conditions: Avoid installation in extreme temperatures (below 10°C or above 35°C) to prevent accelerated or decelerated cure times.
Type of Membrane: Use a flexible waterproofing membrane capable of withstanding normal cyclic fluctuations and ponding water.
The construction industry is undergoing significant changes, particularly in waterproofing. Poor practices have caught the attention of regulators, and changes are coming soon. AIW will keep members informed about these developments. We aim to eliminate subpar contractors who compromise the industry with inadequate work.
Everyone makes mistakes occasionally, but persistent issues arise from those who consistently cut corners, using insufficient materials in unsafe conditions. These practices must end.
Summer Waterproofing Challenges
As summer approaches, common questions arise regarding membrane application in hot or humid conditions:
Is it too hot or humid to apply a membrane?
Will blistering occur?
How to address blistering if it happens?
Should a warranty be issued for such membranes?
Applying membranes in inappropriate conditions often leads to failures. It’s crucial to consider the long-term repercussions of these decisions. Consult your membrane supplier for guidance and ensure you ask the right questions. Industry peers are often willing to help.
Project Reference: QLD Public Hospital
Overview
Property Type: QLD Public Hospital
Contractor/Applicator: Waterstop Solutions
Testing: International Leak Detection Australia (ILD)
Category: Membrane Renewal
Products Used: A specialized bitumen-modified highly flexible waterproofing membrane installed in multiple layers over a moisture barrier primer system.
Project Details: The project involved renewing the waterproofing membrane on two leaking concrete tanks, critical for the hospital’s fire sprinkling system. Challenges included identifying all leaks and adhering to noise and downtime restrictions. The solution involved thorough surface preparation and the use of a compatible, highly flexible membrane, ensuring long-term effectiveness and compliance with Australian Standards.
AIW at Bayset Construction Trade Day
On August 24, 2018, AIW attended the Bayset Construction Trade Day at Coopers Plains Branch. The event was a great opportunity to connect with members and non-members, resulting in increased interest and new sign-ups. The day featured informative sessions, industry support, and excellent networking opportunities.
Waterproofing Changes in Victoria
The Building Act 1993 remains, but the Building Regulation 2006 will be replaced by the Building Regulations 2017, expected to be legislated around September. Key changes affecting the waterproofing industry include Part 13, which mandates inspection prior to covering a waterproofing membrane in any wet area.
The regulations remain consistent in other areas affecting waterproofing, such as the adoption of the NCC and relevant Australian Standards, methods of assessment of compliance, material testing, and compliance certificates.
The VBA confirms that only a registered Building Practitioner can authorize compliance of waterproofing works. Subcontractors who are not registered cannot authorize compliance. Although they can state that they have complied with the relevant standards, liability lies primarily with the registered builder, now shared with the Building Inspector or Surveyor for wet areas.
QBCC Tradie Tours
Waterproofing is consistently one of the most common defects reported to the QBCC, with mistakes being costly. In June 2017, the QBCC presented ten waterproofing seminars throughout Queensland, dedicated to waterproofing and tiling issues with a focus on preventing waterproofing defects. Approximately 1000 builders, waterproofers, certifiers, and tilers attended these seminars.
Bayset’s Training & Quality Manager, Frank Moebus, provided in-depth information about avoiding installation problems. The Tradie Tour received positive feedback from the industry.
Project Reference: Botanicca Corporate Park
Overview:
Property Type: Commercial
Project Type: Restoration
Scope: Leaking roof joints affecting company suites
Applicator: Australian Waterproofing Company Pty Ltd
Area: 1150m²
Category: Waterproofing
Products Used:
Soprema Soprasun 3.0S
Soprema Sopradhere Primer
Soprema Alsan Flashing
Soprema Roof Vents
Project Details:
Botanicca Corporate Park experienced leaks in the roof joints that affected various company suites and balconies. The building, constructed in 2006, required a watertight roof to ensure its longevity. A 20-year warranty was provided, and the Soprema Torch On system was applied to achieve a high-quality waterproofing result, both aesthetically and functionally.
Gary Moody, project manager, described the project as challenging but rewarding due to the successful outcome achieved by the experienced applicator.
Importance of Waterproofing Standards and Compliance
Legislative Changes and Their Impact
The introduction of the Building Regulations 2017 brings significant changes to the waterproofing industry, particularly regarding inspection and compliance requirements. For the first time, building inspectors or surveyors must inspect waterproofing membranes before they are covered in any wet areas. This change emphasizes the importance of thorough inspections to prevent defects and ensure high-quality waterproofing.
Looking to develop a fantasy sports app of your own, IMG Global Infotech is a leading fantasy app development company with a proven track record of success. Our team of experts can help you bring your vision to life and create a profitable fantasy sports app. Contact IMG Global Infotech today.
https://www.imgglobalinfotech.com/fantasy-sports-app-development.php
How to Handle Open Web Application Security Project(OWASP) Top Vulnerabilitiescoast550
Handling OWASP top vulnerabilities requires a proactive and multi-faceted approach. It involves implementing secure coding practices, regular security assessments, and staying up-to-date with the latest security trends and patches. By fostering a security-first mindset and integrating security into the development lifecycle, organizations can significantly reduce the risks posed by these common vulnerabilities.
To get more information, check
https://whitecoastsecurity.com/safeguarding-web-applications-a-white-coast-security-perspective-on-the-owasp-top-10-vulnerabilities/
The 5 Most Important Pipefitter Tools.pdfSchulteSupply
Equip yourself with the essential tools every pipefitter needs to tackle any job with confidence. "The 5 Most Important Pipefitter Tools" explores the must-have instruments that form the backbone of a pipefitter's toolkit. From pipe wrenches and tube cutters to threading machines and alignment clamps, this guide provides an in-depth look at the key tools that ensure precision and efficiency in every project. Learn about the functions, features, and benefits of each tool, along with expert tips on how to use them effectively.Whether you're a seasoned professional or an aspiring pipefitter, understanding these fundamental tools is crucial for success in the field. Discover how investing in the right equipment can enhance your craftsmanship and productivity in pipefitting tasks.
#1 Call Girls in Mumbai || +919004268417 || Quick Booking at Affordable Price
Supply chain Outsourcing advantages and pitfalls
1. R E S E A R C H B R I E F
FOCUSED ON REDUCING MANUFACTURING AND LABOR COSTS, cutting
overhead and gaining production flexibility, manufacturers are increasingly outsourcing
production to outside firms that can competently and reliably manage some or all of
the process. Used both domestically and with foreign entities, outsourcing has proven
itself to be a viable business strategy for companies that want to focus on their core
competencies rather than trying to “do it all.”
Outsourcing Manufacturing:
Visibility and collaboration are the keys
to a successful partnership
among all partners. Such a level of visibility
must be present across the entire, end-to-end
supply chain—a feat enabled by collaborative
platforms specifically designed to manage the
outsourced manufacturing process.
To better understand manufacturers’ attitudes
toward outsourcing and the benefits garnered
from outsourced manufacturing tasks, Peerless
Research Group (PRG) and Supply Chain
Management Review, on behalf of E2open,
conducted a survey of 69 top supply chain
executives who are employed with U.S.
manufacturing companies that report $500
million or more in annual revenue. The study
was designed to specifically assess current
strategies and future plans for outsourcing
manufacturing processes.
The objective of this research was to
understand:
• the criticality of sharing timely, accurate and
uniform information among all partners;
• the level of visibility throughout supply chain
processes; and
• which technologies are being used to
collaboratively manage outsourced
manufacturing processes
Outsourcing helps companies achieve
economies of scale that they might not be
able to attain on their own. In many cases,
for example, labor and overhead costs are a
driving factor in the decision to outsource and
represent a large portion of a manufacturer’s
direct costs. When these costs can be reduced
through outsourcing, it is a win-win scenario
for both the outsourcer and for the third party.
In terms of other benefits, companies that
outsource non-core activities are able to focus
on what they do best. So rather than tying
up resources in processes that a contract
manufacturer can handle just as well or better,
a company can zero in on the other activities
that drive its bottom line, such as sales and
marketing or product development. Put simply,
both human and financial resources can be
freed up and funneled into growing revenues
and profits.
Although outsourcing provides many
benefits, it also results in a lack of visibility
as the number of partners in the supply chain
increases. The more that happens outside the
four walls and therefore outside the scope
of ERP systems, the less visibility companies
have and the more coordination is required.
For an outsourcing strategy to be effective,
there must be good two-way communication
between the participating firms with up-to-date,
accurate and synchronized information shared
2. Outsourcing Manufacturing:
Visibility and collaboration are the keys to a successful partnership
R E S E A R C H
B R I E F
2
To identify trends in manufacturing
outsourcing, PRG conducted a similar market
study in 2015 for SCMR and E2open that also
examined outsourcing activity. Findings for
both studies are presented where appropriate
and meaningful throughout this report.
Overall, the survey results show that
outsourcing manufacturing production is a
continuing trend. Also, connectivity with
trading partners results in producing better
forecasting, streamlining processes and
reducing supply chain disruptions, improving
cost management, decreasing time to market
with products and new product introductions,
and increasing customer responsiveness.
Key Findings
A vital and strategic trend
Manufacturers across all major industry
segments are likely to contract out at least
some aspect of their manufacturing processes.
In our current study, more than 50% of those
surveyed are outsourcing one-quarter or more
of their production tasks while one-in-three
(32%) are farming out at least 50% of their
manufacturing to other firms.
These results show an emergent confidence
regarding outsourcing. In our study conducted
in 2015, roughly one out of four (24%)
outsourced at least 50% of their manufacturing
processes. This grew to one third (32%) in
2016. (Figure 1)
figure 1
The extent to which companies
outsource manufacturing
48%
28%
10%
2015
14%
45%
23%
17%
2016
15%
Outsource
1%-24%
25%-49%
50%-74%
75%-100%
3. Outsourcing Manufacturing:
Visibility and collaboration are the keys to a successful partnership
R E S E A R C H
B R I E F
3
Exactly how manufacturers handle the outsourcing process depends on the individual companies
and their goals. For example, manufacturers are more apt to rely on a third party to handle
manufacturing when a smaller series or a more flexible production process is required. This typically
includes the manufacture of design prototypes, small production runs, one-offs and so forth.
However, outsourcing is not limited to small-series production runs. Manufacturers are also likely to
outsource any or all manufacturing activity. (Figure 2)
figure 2
Circumstances in which companies
typically employ outsourced manufacturing
Small series
Any product
Short lifecycle/fashion products
New products
Other
43%
40%
22%
19%
15%
figure 3
Tasks companies commonly outsource
Logistics
Subassemblies/Components
Inventory/Warehouse management
Main Manufacturing/Production
Packaging
Kitting/Product customization
Fulfillment
Product design
61%
49%
48%
42%
32%
19%
17%
9%
Tasks associated with logistics operations, assembly, inventory management and manufacturing
production are the most commonly outsourced activities. (Figure 3)
4. Outsourcing Manufacturing:
Visibility and collaboration are the keys to a successful partnership
R E S E A R C H
B R I E F
4
Supply chain managers are seeing improvements in business-critical areas as a result of
outsourcing activities. Advancements are being seen in lead times, operating margins, development
and time-to-market with new products, product quality and in fulfilling customer service level
agreements. (Figure 5)
Since 2015, survey findings continue to show that most manufacturers outsource to lower the
costs of manufactured products and focus on their core competencies. An increasing percentage of
manufacturers also assert that they are outsourcing to establish a more agile, interoperable supply
chain operation and to improve their asset management strategy. (Figure 4)
figure 4
2015
2016
Main reasons for outsourcing manufacturing and production
66%
52%
46%
48%
39%
26%
31%
19%
27%
28%
12%
14%
9%
14%
6%
7%
Reduce manufacturing/COGS costs
Rely on third parties for manufacturing
expertise/core competency
Increase responsiveness/agility
Asset reduction (Asset-light strategy)
Rapid growth/expansion
Product design expertise
Regional/local expansion
Other
figure 5
Improvements attributed to outsourcing
42%
61%
Lead times
44%
60%
Operating
margins
16%
46%
Achievement of
customer SLAs
30%
43%
Inventory
liability
30%
43%
Speed of
new product
introductions (NPI)
14%
24%
Product quality
2015 2016
5. Outsourcing Manufacturing:
Visibility and collaboration are the keys to a successful partnership
R E S E A R C H
B R I E F
5
As a consequence of these benefits, most companies expect to either increase outsourcing
activities or remain on par with current levels. In fact, the percentage of companies stating that
they will pull manufacturing back in-house at some future point dropped substantially from 22% in
2015 to only 7% in 2016. (Figure 6)
figure 6
Forecast for outsourcing levels
during the next two years
43%
22%
2015
35%
54%
7%
2016
39%
No change
Decrease
outsourcing
Increase
outsourcing
figure 7
Manufacturers using a business network
to communicate with outsourcing providers
Yes 59%
No 41%
Information shared with partners must be in real-time
While the research confirms the importance and level of dependence that manufacturers place on
their partners, not all companies share real-time information over an integrated business network
platform. This finding suggests that manufacturers are susceptible to errors in their gathering and
sharing of information. Bad data and information delays often leads to issues in tracking, reporting
and planning, which cause added road bumps associated with materials deliveries, inventory
management and order fulfillment. (Figure 7)
6. Outsourcing Manufacturing:
Visibility and collaboration are the keys to a successful partnership
R E S E A R C H
B R I E F
6
As further evidence that manufacturers may be vulnerable to inexact data, only one-third of those
companies surveyed use fully-automated procurement and inventory management solutions. In
addition, barely one in four survey respondents operate a logistics tracking platform that is fully
automated; and fewer than one in five runs fully automated applications for forecasting, planning
and capacity management. However, with most companies claiming that their operations are at
least “somewhat automated,” there are signs that companies are moving to automate more areas
of their supply chains. This follows a general trend toward using more technology, equipment,
robotics and automation in the logistics management process by companies of all sizes. (Figure 9)
When providing network access to partners, most manufacturers still exchange information
via a Web portal access. Some also continue to use EDI applications for electronically sharing
documents such as purchase orders, shipping forms and order updates, etc. More than one in three
manufacturers also provide partners with direct access to their supply chains. These methods reveal
that many manufacturers rely on outdated and inefficient methods and leave room for improvement
in communicating with partners. (Figure 8)
figure 8
Technologies used to communicate with outsourcing partners
54%
Web portal
54%
EDI
37%
General supply
chain network
22%
Other types
of electronic
messages
(XML)
12%
Industry-
specific
network
figure 9
The extent to which information exchanges are automated for…
2%6%13%44%35%
3%6%4%54%33%
2%12%11%23% 52%
1%15%10%19% 55%
6%6%22%18% 48%
5%24%22%9% 40%
Procurement (Purchase orders)
Inventory
Logistics updates
Quality and traceability
Forecasts and commits
Capacity
Fully
automated
Partially
automated
Not now automated
but will be automating
No plans
to automate
Not
applicable
7. Outsourcing Manufacturing:
Visibility and collaboration are the keys to a successful partnership
R E S E A R C H
B R I E F
7
For many manufacturers, supply chain visibility needs improvement
One out of three supply chain executives believe that visibility across the entire supply chain is
“very good,” with 1% stating that end-to-end visibility is “excellent.” The majority (54%) gave their
supply chains a rating of “good’ on visibility and 13% an evaluation of “fair.” These ratings reveal an
opportunity for improvement in supply chain transparency. Without information and communication
among supply chain partners, it is difficult to effectively run today’s multi-enterprise supply chains.
In today’s competitive business environment, no manufacturer can afford to be behind the curve
on supply chain visibility—and particularly when it comes to collaborating with critical partners and
outsourced manufacturing providers. (Figure 11)
While most large manufacturers (80%) run sales and operations planning (SOP) processes, not all of
them are leveraging their SOP with outsourcing partners. In fact, slightly more than one-third (37%)
of those firms that employ SOP do not share this data with their outsourcing partners. (Figure 10)
figure 10
Organizations’ usage of an SOP program
Do not
20%
Have an SOP
Have an SOP
80%
Do not
37%
Use data from partners
in SOP process
Use data from
partners in
SOP process
63%
figure 11
Organizations’ supply chain visibility rating
Excellent 1%
Very good 32%
Good 54%
Fair 13%
Poor 0%
“We are looking at
investing in better
systems and also
enhancing our SOP
process.”
Director, Supply Chain;
Industrial Hygiene
Products; $1B - $5B
8. Outsourcing Manufacturing:
Visibility and collaboration are the keys to a successful partnership
R E S E A R C H
B R I E F
8
Supply chain visibility may be a top priority for companies right now, but visibility into key supply
chain areas is lagging for the majority of the manufacturers surveyed. Supply chain transparency
is most sound in the areas of manufacturing production and inventory. About one in three say
that visibility is “very good” in areas related to suppliers, outsourced manufacturing production,
goods and materials costs, and deliveries and shipments. In most cases, these manufacturers lack
visibility into the market demand and profit margins on a per-order basis—an area where nearly
75% rate supply chain visibility good at best—or even fair or poor. (Figure 12)
A lack of automation across many supply chain functions restricts visibility into forecasting data,
orders and inventory for the entire supply chain. It also affects those safeguards for process
improvement, reliability of materials supply, supply chain disruption and risk mitigation. Also
hindered are cost-cutting efforts and the opportunities to cultivate new revenue streams and
processes for better supply chain management.
figure 12
Rating visibility in key areas of the supply chain
1%15%35%34%15%
1%4%34%48%13%
13%25%34%13% 15%
6%13%48%10% 23%
6%23%39%9% 23%
3%17%42%9% 29%
Inventory levels and
location/positioning
Internal manufacturing
production
Profitability on a
per order basis
In-transit–deliveries
and/or shipments
Customer/market demand
Suppliers/Sourcing partners
Costs associated with
sourced goods and materials
Outsourced manufacturing
production
22%40%9% 26%
3%18%41%7% 31%
Excellent Very good Good Fair Poor
3%
9. Outsourcing Manufacturing:
Visibility and collaboration are the keys to a successful partnership
R E S E A R C H
B R I E F
9
Summary and Conclusions
With the aim of turning fixed costs into variable
expenses, a growing number of manufacturers
outsource production to third parties. This not
only reduces labor expenses and overhead,
but it also gives manufacturers the flexibility
to focus on their core competencies. As
companies leverage outsourcing as a
way to offer greater product variety, more
effectively manage complexity and access
new economies of scale, many are neglecting
the need for solid, collaborative supply chain
platforms to improve visibility and connectivity
with their partners.
To fully leverage the power of outsourcing—a
trend that’s expected to continue in 2017 and
beyond—companies need extended visibility
across multiple tiers of suppliers and mutually
beneficial approaches that help reduce overall
inventory liability, reduce supply chain risk, and
create a winning scenario for all partners. In
nearly all cases, outsourcing is most efficient
Manufacturers responded that they have the greatest level of visibility among Tier 1 contract
manufacturers, but visibility lags across many of their providers of goods and raw materials. In fact,
roughly one-half (49%) admit that visibility with their top tier trading partners is either on medium
or low levels, while roughly two out of three operations surveyed contend that visibility with their
Tier 2, semi-finished goods suppliers (65%) and Tier 3, raw materials suppliers (60%) is medium to
low. (Figure 13)
figure 13
5 = clear view 4 3 2 1 None
Degree of visibility into tiers of supply and manufacturing
2%3%13%33% 31%18%
6%4%27%25% 28%10%
10%16%16%6% 34% 18%
Tier 1– e.g., contract
manufacturer
Tier 2– e.g., semi-finished
goods supplier
Tier 3– e.g., part/raw
material supplier
when manufacturers have complete end-to-
end visibility of their supply chains—an elusive
goal that’s enabled by today’s state-of-the-art
technology platforms. By moving to supply chain
networks and their integrated, collaborative
platform, companies can effectively see, share,
and act on the best possible information in real-
time, effectively achieving cost savings and new
revenue opportunities.
Methodology
This research was conducted by Peerless
Research Group (PRG) on behalf of Supply
Chain Management Review magazine for
E2open. This study was executed in October
of 2016 and was administered over the
Internet among subscribers of Supply Chain
Management Review.
Individuals were prequalified as being
personally involved in decisions that relate to
sourcing, outsourcing and supplier relationship
management.
10. Outsourcing Manufacturing:
Visibility and collaboration are the keys to a successful partnership
R E S E A R C H
B R I E F
10
The findings for the 2016 study are based
on information collected from 69 top supply
chain executives employed by businesses
with estimated 2016 revenues of at least $500
million. Roughly one-half of respondents say
that their 2016 revenues will exceed $2.5
billion. The 2015 study results are based on 80
executives in companies reporting revenues of
$500 million or greater.
Respondents in both surveys are
predominantly supply chain management,
logistics management, corporate or executive
management, procurement and sourcing
management and operations management
personnel. A range of industries are also
represented, including consumer packaged
goods, high-tech, electronics manufacturing,
automotive and parts, and industrial machinery.
About E2open
Founded in 2000, E2open provides the largest
and most comprehensive Supply Chain
Operating Network, including a broad suite of
collaborative supply chain solutions. Leading
global enterprises rely on E2open to provide
greater end-to-end visibility, more accurate
data and insights, and real-time business
process orchestration across complex, multi-
enterprise trading partner networks.
Contact Information
E2open
9600 Great Hills Trail, Suite 300E
Austin, TX 78759
Phone: 1.512.425.3000
Toll-Free: 1.866.4.E2open
Contact Us Online:
https://www.e2open.com/company/contact-us