The document discusses John Paulson's expertise in supply chain and ERP systems consulting through his company Columbia Tech Consulting, Inc. It provides an overview of John's experience and the types of clients and industries he has worked with. The document also outlines a 10 step methodology for conducting process improvement projects to optimize supply chain and operational processes.
This document discusses customer relationship management (CRM) strategies and implementation. It covers CRM strategy topics like understanding customer needs, reducing churn, and increasing revenue. It also discusses CRM implementation topics like planning, product selection, data migration, and hosting. The overall document provides guidance on developing a comprehensive CRM strategy and successfully implementing a CRM system.
Automotive Supply Chain Management-A2Z by Rahul GuhathakurtaRahul Guhathakurta
This document discusses various concepts related to automotive supply chain management. It begins by introducing the SCOR model framework for supply chain processes. It then covers topics like supply chain planning, inventory management, collaboration tools, and network visibility across inbound and outbound supply chains. Specific models for build-to-forecast and build-to-order operations are examined. Counterfeiting risks in the aftermarket parts supply chain are also reviewed. Key concepts around economic order quantity, reorder point, and managing demand uncertainty are analyzed through examples.
Presentation I have done in a Sloan software class on sales, sales management, and sales strategy. Particularly applicable to companies doing b2b selling.
The document describes the services provided by a Cambodian consultancy company called K.T.E.K Co., Ltd. It provides information and communication technology consulting services, including designing and optimizing radio and core networks for GSM and UMTS, installing infrastructure for in-building networks, and providing online games, video conferencing solutions, and broadband internet access systems. It aims to be a leading ICT provider in Cambodia.
The document discusses supply chain best practices and provides an overview of key topics including metrics, inventory velocity, cycle time compression, lean logistics, technology, supplier performance, and segmenting supply chains. It emphasizes that companies should develop multiple, tailored supply chain approaches rather than a one-size-fits-all model in order to improve flexibility, responsiveness, and demand planning. Metrics like inventory turns and reducing cycle times are important for optimizing supply chain performance.
Creating and Managing Supplier RelationshipsFaHaD .H. NooR
Companies require their suppliers to deliver innovative and quality products not only in just-in-time (JIT) fashion, but also at a competitive price.
Good supplier relations can provide many benefits such as flexibility in terms of delivery, better quality, better information, and better material flows between buyers and suppliers.
Selecting the right supply partners and successfully managing these relationships over time is thus strategically important; it is often stated that “a firm is only as good as its suppliers.”
Transform Procurement with the SAP S/4HANA Digital Core and SAP Ariba SolutionsSAP Ariba
Gain clear insight into how and why SAP S/4HANA and SAP Ariba solutions enable complete digitalization of the source-to-settle process for all spend categories and all payables collaboration. Transform your procurement process with integrated software for self-service procurement, supplier management, strategic sourcing, and supplier collaboration. Understand the standard seamless integration and process flows between SAP S/4HANA and SAP Ariba solutions, which enable real-time collaboration.
This document discusses customer relationship management (CRM) strategies and implementation. It covers CRM strategy topics like understanding customer needs, reducing churn, and increasing revenue. It also discusses CRM implementation topics like planning, product selection, data migration, and hosting. The overall document provides guidance on developing a comprehensive CRM strategy and successfully implementing a CRM system.
Automotive Supply Chain Management-A2Z by Rahul GuhathakurtaRahul Guhathakurta
This document discusses various concepts related to automotive supply chain management. It begins by introducing the SCOR model framework for supply chain processes. It then covers topics like supply chain planning, inventory management, collaboration tools, and network visibility across inbound and outbound supply chains. Specific models for build-to-forecast and build-to-order operations are examined. Counterfeiting risks in the aftermarket parts supply chain are also reviewed. Key concepts around economic order quantity, reorder point, and managing demand uncertainty are analyzed through examples.
Presentation I have done in a Sloan software class on sales, sales management, and sales strategy. Particularly applicable to companies doing b2b selling.
The document describes the services provided by a Cambodian consultancy company called K.T.E.K Co., Ltd. It provides information and communication technology consulting services, including designing and optimizing radio and core networks for GSM and UMTS, installing infrastructure for in-building networks, and providing online games, video conferencing solutions, and broadband internet access systems. It aims to be a leading ICT provider in Cambodia.
The document discusses supply chain best practices and provides an overview of key topics including metrics, inventory velocity, cycle time compression, lean logistics, technology, supplier performance, and segmenting supply chains. It emphasizes that companies should develop multiple, tailored supply chain approaches rather than a one-size-fits-all model in order to improve flexibility, responsiveness, and demand planning. Metrics like inventory turns and reducing cycle times are important for optimizing supply chain performance.
Creating and Managing Supplier RelationshipsFaHaD .H. NooR
Companies require their suppliers to deliver innovative and quality products not only in just-in-time (JIT) fashion, but also at a competitive price.
Good supplier relations can provide many benefits such as flexibility in terms of delivery, better quality, better information, and better material flows between buyers and suppliers.
Selecting the right supply partners and successfully managing these relationships over time is thus strategically important; it is often stated that “a firm is only as good as its suppliers.”
Transform Procurement with the SAP S/4HANA Digital Core and SAP Ariba SolutionsSAP Ariba
Gain clear insight into how and why SAP S/4HANA and SAP Ariba solutions enable complete digitalization of the source-to-settle process for all spend categories and all payables collaboration. Transform your procurement process with integrated software for self-service procurement, supplier management, strategic sourcing, and supplier collaboration. Understand the standard seamless integration and process flows between SAP S/4HANA and SAP Ariba solutions, which enable real-time collaboration.
The Sales Maximization Plan was developed to accurately segment a customer base over time using key indicators to point a sales organization to operate in a consistent way that delivers results.
This document provides an overview of Sales & Operations Planning (S&OP), a centralized planning process that aims to align demand, supply, and financial plans across all levels of an organization. S&OP differs from traditional functional planning approaches by taking a holistic view and involving senior management to reach consensus on a single integrated plan. The presentation describes the typical S&OP process, which involves monthly meetings to review data, develop demand and supply plans, identify issues, and make decisions. Critical success factors for effective S&OP implementation include top management involvement, structured routine meetings, cross-functional participation, and integrated planning technology. Benefits of S&OP include improved goal alignment, communication, inventory management, and revenue predictability.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
This document discusses how ERP systems integrate business functions and processes across different functional areas like marketing, supply chain, accounting, and human resources. It provides examples of common business functions and processes within each area. For instance, marketing functions include sales and identifying customer needs, while supply chain functions involve purchasing, manufacturing, and inventory management. The document also explains that ERP processes consist of interdependent steps that span multiple functional areas to transform inputs into outputs. A customer order process is provided as an example of a cross-functional business process in ERP.
What is an ERP system? This guide explains what an ERP system is and how it works for your business.
Two primary concerns of any business are efficiency and profitability. This is basically what an ERP system is designed to optimize.
An ERP system allows you to perform the necessary money-making processes of your business as efficiently as possible.
To achieve a level of efficiency and profitability, a business aims to maximize it’s bottom line while keeping overhead costs low.
An ERP system provides a business with management software that fosters productivity.
The term “ERP” stands for Enterprise Resource Planning.
Basically, an ERP system is a shared database that reflects the moving parts of a company. This provides a much broader, top-down perspective of your business.
Installing an ERP system will grant you a much fuller picture of what is actually going on, in any given period of time.
Some processes in which you can gain some business insights include: sales, human resources, inventory, purchasing, finances, online ordering and many more buckets.
The main objective of an ERP system is to improve how your business resources are spent, and that means money and time. By taking a wide-view, and analyzing every aspect of your business, you will be able to decide if you are properly deploying your resources in a way that will drive maximum profitability.
This presentation explains about SugarCRM implementations and the organization’s benefits in practicing six sigma. It quantifies the CRM implementation benefits. The presentation also highlights the in-depth CRM understanding of PenguinCRM and gives an overview of SugarCRM, which is a leading open source CRM application.
This document discusses various aspects of customer relationship management (CRM) strategies including customer loyalty, satisfaction, and retention. It covers topics such as the different types of customer loyalty; factors that influence satisfaction and loyalty; developing loyalty profiles; and strategies for acquisition, retention, and winback. Some key points include: there are behavioral and attitudinal aspects of loyalty; satisfaction alone does not ensure loyalty; preferential treatment, rewards, and personalization are examples of retention strategies; and winback strategies aim to regain customers who have defected.
The document discusses the application of information technology in supply chain management. It covers topics such as the definition and dynamics of supply chain management, its components and degrees, the need for SCM, and the bullwhip effect. It also discusses how various IT tools can help address issues like quality, cost, time, technology and continuity of supply. Specific technologies covered include barcoding, RFID, e-commerce and EDI. The use of these technologies can help improve operational efficiency, reduce errors and cut costs in supply chain management.
The document discusses order fulfillment along the supply chain in e-commerce. It covers the order fulfillment process, including checking payment and availability, arranging shipments, insurance, replenishment, production, and returns. It also discusses the importance of order fulfillment for timely and accurate delivery. The document then outlines some common problems in fulfillment along supply chains, like demand uncertainties and infrastructure issues, and provides solutions like improved ordering, warehousing, delivery methods, outsourcing, and use of technologies like RFID and robots.
This document summarizes a study on improving the procure-to-pay (P2P) process for contracted services in SAP environments. The researchers interviewed suppliers and subject matter experts to identify issues. Key findings included the need for standardized P2P processes and procedures, improved master data quality, use of procurement cards, and updated supplier information. The researchers developed conceptual models and interview protocols to understand symptoms, root causes, and solutions. Interviews identified seven common supplier complaints with P2P processes. Overall, the study aimed to understand best practices to enhance the P2P cycle efficiency and supplier satisfaction.
Customer Acquisition Management Process Complete PowerPoint Deck With Slides SlideTeam
The document outlines a company's customer acquisition management process. It describes the customer lifecycle from visitor to loyal customer and how leads move through the stages of marketing qualified lead, sales qualified lead, opportunity, proof of concept, and closed. It then discusses building connections with customers, assessing specific needs, executing campaigns, and managing responses as part of an end-to-end customer acquisition and retention framework. Finally, it provides examples of targeting prospects, acquisition strategies, channels, and generating, converting, nurturing and scoring leads.
The document discusses customer relationship management (CRM) systems. It defines CRM as managing detailed customer information and touchpoints to maximize customer loyalty. CRM systems aim to increase revenue through customer acquisition, satisfaction, and retention. They analyze customer data to design targeted marketing campaigns and make management decisions. The document outlines CRM strategies like acquisition, retention, loyalty and evangelism, and discusses aspects of CRM architecture including front office support, direct communication, and data analysis. It also notes potential pitfalls of CRM systems and promotes the benefits of a customized CRM solution.
This document discusses Enterprise Resource Planning (ERP) software. It provides an overview of ERP functions such as finance, human resources, manufacturing, inventory, sales, and supply chain management. The document then describes the benefits of ERP systems, including tangible benefits like reduced costs and inventory as well as intangible benefits like increased flexibility and standardization. Finally, the document introduces the Aesthetic Tech ERP system and its key features and modules.
This document outlines the vendor management process from initial setup of a vendor database to ongoing evaluation and termination if needed. It involves researching potential vendors, getting quotes, evaluating vendors based on questionnaires and audits, selecting a vendor, creating contracts, ongoing performance reviews, and procedures for termination.
This document discusses customer relationship management (CRM). It defines CRM as a business strategy to understand, anticipate, and respond to customer needs to grow relationships. There are five types of CRM: analytical, collaborative, operational, geographic, and sales intelligence. The purpose of CRM is to create value for customers and the company. Implementing CRM requires a strategic review and addressing infrastructure, vendors, and future needs. Technology like loyalty cards and CRM software help gather customer data to personalize service. Benefits include reduced costs, increased satisfaction, and long term profitability.
Purchasing, Procurement, Vendor, Contract and RFP Process Management with Sha...Optimus BT
Using the Document management, Collaborative and Self service features of SharePoint to implement a turn key procurement management business solution, that will streamline the procurement process, help you comply with regulations, enable you manage contracts, empower self service and participative procurement, aid in informed procurement decisions, in executing an effective procurement strategy and make your procurement function hassle free. Optimus BT is a leader in providing Procurement software and other turnkey solutions using SharePoint.
This document discusses storytelling techniques for case studies and metrics. It provides examples of case studies from various companies and discusses how to structure a case study story with a conflict, characters, roadmap, and metrics of success. It also discusses what makes a good story and similarities between stories and case studies. Finally, it discusses different types of metrics that can be used to measure outcomes, including profitability, utilization, quality, innovation, passion, and effectiveness.
The document summarizes a webinar on the role of technology in procurement that was scheduled for March 15, 2015. It introduces the presenter, Eric Evans, and his background in procurement. It then discusses how technology has changed procurement from a transactional to a more value-adding process focused on areas like sourcing, forecasting, and approvals. Examples of software tools that help with forecasting, catalogues, requests, and invoice processing are provided. The presentation envisions greater integration of procurement systems with ERP, suppliers, and across the extended enterprise. It predicts that within 5 years, procurement will increasingly rely on analytics, virtual supplier visits, automatic decision-making, and paperless processes integrated across the supply chain.
Global Supply Chain Management and cultural influence Anitha thomas
Global supply chain management involves coordinating supply chain activities around the world to transform raw materials into finished products for global customers. Cultural influences must be considered when expanding supply chains globally. Cultural characteristics like views of authority, time preferences, and risk tolerance can impact decision-making and work processes. Developing an understanding of cultural differences is important for building strong relationships and efficiently managing global supply chains.
Fast Company blogger and branding expert David Brier works with companies in nearly every industry and nearly every size helping small businesses, new brands, startups and CEOs take smart steps to grow their brand. Over the last 35 years, he's noticed the recurrence of several common questions, 9 of which that stand heads and heels over others. http://www.risingabovethenoise.com Special thanks to http://www.unsplash.com for their great photographers who share their talents.
The Sales Maximization Plan was developed to accurately segment a customer base over time using key indicators to point a sales organization to operate in a consistent way that delivers results.
This document provides an overview of Sales & Operations Planning (S&OP), a centralized planning process that aims to align demand, supply, and financial plans across all levels of an organization. S&OP differs from traditional functional planning approaches by taking a holistic view and involving senior management to reach consensus on a single integrated plan. The presentation describes the typical S&OP process, which involves monthly meetings to review data, develop demand and supply plans, identify issues, and make decisions. Critical success factors for effective S&OP implementation include top management involvement, structured routine meetings, cross-functional participation, and integrated planning technology. Benefits of S&OP include improved goal alignment, communication, inventory management, and revenue predictability.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
This document discusses how ERP systems integrate business functions and processes across different functional areas like marketing, supply chain, accounting, and human resources. It provides examples of common business functions and processes within each area. For instance, marketing functions include sales and identifying customer needs, while supply chain functions involve purchasing, manufacturing, and inventory management. The document also explains that ERP processes consist of interdependent steps that span multiple functional areas to transform inputs into outputs. A customer order process is provided as an example of a cross-functional business process in ERP.
What is an ERP system? This guide explains what an ERP system is and how it works for your business.
Two primary concerns of any business are efficiency and profitability. This is basically what an ERP system is designed to optimize.
An ERP system allows you to perform the necessary money-making processes of your business as efficiently as possible.
To achieve a level of efficiency and profitability, a business aims to maximize it’s bottom line while keeping overhead costs low.
An ERP system provides a business with management software that fosters productivity.
The term “ERP” stands for Enterprise Resource Planning.
Basically, an ERP system is a shared database that reflects the moving parts of a company. This provides a much broader, top-down perspective of your business.
Installing an ERP system will grant you a much fuller picture of what is actually going on, in any given period of time.
Some processes in which you can gain some business insights include: sales, human resources, inventory, purchasing, finances, online ordering and many more buckets.
The main objective of an ERP system is to improve how your business resources are spent, and that means money and time. By taking a wide-view, and analyzing every aspect of your business, you will be able to decide if you are properly deploying your resources in a way that will drive maximum profitability.
This presentation explains about SugarCRM implementations and the organization’s benefits in practicing six sigma. It quantifies the CRM implementation benefits. The presentation also highlights the in-depth CRM understanding of PenguinCRM and gives an overview of SugarCRM, which is a leading open source CRM application.
This document discusses various aspects of customer relationship management (CRM) strategies including customer loyalty, satisfaction, and retention. It covers topics such as the different types of customer loyalty; factors that influence satisfaction and loyalty; developing loyalty profiles; and strategies for acquisition, retention, and winback. Some key points include: there are behavioral and attitudinal aspects of loyalty; satisfaction alone does not ensure loyalty; preferential treatment, rewards, and personalization are examples of retention strategies; and winback strategies aim to regain customers who have defected.
The document discusses the application of information technology in supply chain management. It covers topics such as the definition and dynamics of supply chain management, its components and degrees, the need for SCM, and the bullwhip effect. It also discusses how various IT tools can help address issues like quality, cost, time, technology and continuity of supply. Specific technologies covered include barcoding, RFID, e-commerce and EDI. The use of these technologies can help improve operational efficiency, reduce errors and cut costs in supply chain management.
The document discusses order fulfillment along the supply chain in e-commerce. It covers the order fulfillment process, including checking payment and availability, arranging shipments, insurance, replenishment, production, and returns. It also discusses the importance of order fulfillment for timely and accurate delivery. The document then outlines some common problems in fulfillment along supply chains, like demand uncertainties and infrastructure issues, and provides solutions like improved ordering, warehousing, delivery methods, outsourcing, and use of technologies like RFID and robots.
This document summarizes a study on improving the procure-to-pay (P2P) process for contracted services in SAP environments. The researchers interviewed suppliers and subject matter experts to identify issues. Key findings included the need for standardized P2P processes and procedures, improved master data quality, use of procurement cards, and updated supplier information. The researchers developed conceptual models and interview protocols to understand symptoms, root causes, and solutions. Interviews identified seven common supplier complaints with P2P processes. Overall, the study aimed to understand best practices to enhance the P2P cycle efficiency and supplier satisfaction.
Customer Acquisition Management Process Complete PowerPoint Deck With Slides SlideTeam
The document outlines a company's customer acquisition management process. It describes the customer lifecycle from visitor to loyal customer and how leads move through the stages of marketing qualified lead, sales qualified lead, opportunity, proof of concept, and closed. It then discusses building connections with customers, assessing specific needs, executing campaigns, and managing responses as part of an end-to-end customer acquisition and retention framework. Finally, it provides examples of targeting prospects, acquisition strategies, channels, and generating, converting, nurturing and scoring leads.
The document discusses customer relationship management (CRM) systems. It defines CRM as managing detailed customer information and touchpoints to maximize customer loyalty. CRM systems aim to increase revenue through customer acquisition, satisfaction, and retention. They analyze customer data to design targeted marketing campaigns and make management decisions. The document outlines CRM strategies like acquisition, retention, loyalty and evangelism, and discusses aspects of CRM architecture including front office support, direct communication, and data analysis. It also notes potential pitfalls of CRM systems and promotes the benefits of a customized CRM solution.
This document discusses Enterprise Resource Planning (ERP) software. It provides an overview of ERP functions such as finance, human resources, manufacturing, inventory, sales, and supply chain management. The document then describes the benefits of ERP systems, including tangible benefits like reduced costs and inventory as well as intangible benefits like increased flexibility and standardization. Finally, the document introduces the Aesthetic Tech ERP system and its key features and modules.
This document outlines the vendor management process from initial setup of a vendor database to ongoing evaluation and termination if needed. It involves researching potential vendors, getting quotes, evaluating vendors based on questionnaires and audits, selecting a vendor, creating contracts, ongoing performance reviews, and procedures for termination.
This document discusses customer relationship management (CRM). It defines CRM as a business strategy to understand, anticipate, and respond to customer needs to grow relationships. There are five types of CRM: analytical, collaborative, operational, geographic, and sales intelligence. The purpose of CRM is to create value for customers and the company. Implementing CRM requires a strategic review and addressing infrastructure, vendors, and future needs. Technology like loyalty cards and CRM software help gather customer data to personalize service. Benefits include reduced costs, increased satisfaction, and long term profitability.
Purchasing, Procurement, Vendor, Contract and RFP Process Management with Sha...Optimus BT
Using the Document management, Collaborative and Self service features of SharePoint to implement a turn key procurement management business solution, that will streamline the procurement process, help you comply with regulations, enable you manage contracts, empower self service and participative procurement, aid in informed procurement decisions, in executing an effective procurement strategy and make your procurement function hassle free. Optimus BT is a leader in providing Procurement software and other turnkey solutions using SharePoint.
This document discusses storytelling techniques for case studies and metrics. It provides examples of case studies from various companies and discusses how to structure a case study story with a conflict, characters, roadmap, and metrics of success. It also discusses what makes a good story and similarities between stories and case studies. Finally, it discusses different types of metrics that can be used to measure outcomes, including profitability, utilization, quality, innovation, passion, and effectiveness.
The document summarizes a webinar on the role of technology in procurement that was scheduled for March 15, 2015. It introduces the presenter, Eric Evans, and his background in procurement. It then discusses how technology has changed procurement from a transactional to a more value-adding process focused on areas like sourcing, forecasting, and approvals. Examples of software tools that help with forecasting, catalogues, requests, and invoice processing are provided. The presentation envisions greater integration of procurement systems with ERP, suppliers, and across the extended enterprise. It predicts that within 5 years, procurement will increasingly rely on analytics, virtual supplier visits, automatic decision-making, and paperless processes integrated across the supply chain.
Global Supply Chain Management and cultural influence Anitha thomas
Global supply chain management involves coordinating supply chain activities around the world to transform raw materials into finished products for global customers. Cultural influences must be considered when expanding supply chains globally. Cultural characteristics like views of authority, time preferences, and risk tolerance can impact decision-making and work processes. Developing an understanding of cultural differences is important for building strong relationships and efficiently managing global supply chains.
Fast Company blogger and branding expert David Brier works with companies in nearly every industry and nearly every size helping small businesses, new brands, startups and CEOs take smart steps to grow their brand. Over the last 35 years, he's noticed the recurrence of several common questions, 9 of which that stand heads and heels over others. http://www.risingabovethenoise.com Special thanks to http://www.unsplash.com for their great photographers who share their talents.
Development and Engagement in the Age of Social Media Paul Brown
Originally presented to the professional staff at the University of Dayton in January of 2016. Reviews aspects of college student development online and how to engage college students.
The document outlines the 5 steps to effective key account management:
1. Define key accounts by determining customer satisfaction and account attractiveness through surveys.
2. Rank key accounts by plotting customer satisfaction and account attractiveness on a matrix.
3. Create account management strategies based on the results.
4. Take action by implementing the strategies.
5. Evaluate the key account management process.
This is meant to provide interested parties of an example of what a KAP could look like. It is subject to change and is dependent to specific requirements of companies and their reflective market places, accounts, customers, and competition. It is merely an example.
If you chose to use it, it is at your own risk of success.
Key account management (KAM) is a strategic activity that aims to develop partnerships between suppliers and customers beyond simple transactions. It focuses on understanding customer needs and providing total solutions rather than just products and services. Effective KAM requires a comprehensive skill set from account managers and a customer-focused organization. Companies implement KAM to create win-win relationships and integrate their strategies and operations with key customers. Developing closer collaborative relationships through KAM can move the partnership from basic transactions to interdependent strategic planning that benefits both companies.
The document discusses various business process improvement (BPI) tools and techniques that can be used to analyze, measure, and enhance business processes. It describes tools like process modeling, check sheets, surveys, interviews, brainstorming, and the nominal group technique. Process improvement aims to reduce costs, improve efficiency, enhance quality, and reduce cycle times through methods for analyzing "as-is" processes, defining opportunities, and designing improved "to-be" processes.
1) Key account management (KAM) involves developing long-term relationships with strategic customers and understanding their needs in depth to develop special offers that provide advantages over competitors.
2) Companies implement KAM to retain existing customers during downturns and to manage large, important accounts. It also reduces the chances of solutions being replaced by competitors.
3) The goals of a key account manager are to keep customers feeling positive ("glad") about purchases by solving their past, current and future problems, and identifying their needs to develop strategic offers and reinforce the value of the relationship.
Key account management is a strategic business approach that ensures long-term partnerships with important customers. It is an integrative element of business strategy, not an isolated process. For KAM to achieve its full potential, it must be positioned as core to the business. Developing internal capabilities through knowledge, structures, systems and tools is also required for long-term success. The objectives of KAM include maximizing sales velocity, increasing average deal size and customer loyalty to drive down costs and create value for customers.
Strategic Account Management (SAM) is a strategic approach used to ensure the long-term development and retention of major customers. It provides a means to develop and nurture relationships with strategic customers. SAM requires developing deep understanding of customers' businesses and tailoring long-term product/service offerings to their specific needs, with the goal of developing collaborative partnerships. Effective SAM involves selecting and categorizing the most important customers that are aligned with the company's strategic vision, then developing individual multi-year strategies and relationships with each.
Integrating Social Media in your business modelPieter Baert
An inspirational presentaties, given at an innovation event for professionals. It shows 5 scenario's to use Social Media in your business. Participants used these scenario's in the startup canvas.
Management by Objectives (MBO) is a process where employees and supervisors jointly set goals, employees define their own goals and plans, and performance is evaluated based on achieving objectives. MBO aims to improve management by clarifying responsibilities, setting individual and organizational goals aligned with the overall strategy, and providing feedback. Key aspects of MBO include participative goal setting, explicit time periods for goals, and linking performance reviews to achieving objectives.
This document discusses the importance of analyzing and improving an organization's project management lifecycle processes in order to increase the success rate and value obtained from projects. It notes that while the number of certified project managers has greatly increased, most organizations still do not realize the expected benefits and value from their software projects. The document advocates assessing an organization's capabilities, capacity, and constraints to better understand why projects may be failing and to avoid approving projects that do not have a realistic chance of success. Improving the quality and capability of lifecycle processes can help produce projects that deliver the intended value.
Linda Dulye IABC 2010 Global Conference PresentationDulye
Managers play a key role in organizational performance and employee productivity. This document outlines techniques for establishing a "Spectator-Free Workplace" where managers are actively communicating and engaging with employees. It provides tools and best practices for coaching managers to be better communicators, including establishing clear communication standards, leveraging multiple channels, providing context, soliciting feedback, and continuously measuring effectiveness. Regular calibration activities like informal polling, feedback forms, and data debriefs can help ensure managers are held accountable for their communication responsibilities.
Addressing Labor Shortage: How to Increase Uptime While Empowering EmployeesSafetyChain Software
How to pass the labor shortage crisis through better capacity visibility, clear processes, building the right automation, and retaining trained workers.
Do annual performance reviews help mission-driven organizations succeed or are they just another administrative function that takes time away from more important things? We believe that a well designed system can provide positive feedback to employees helping them do a better job and create a stronger organization. But doing so in the proper setting, context, and manner is critical to carrying out successful performance reviews. We'll show you how during this 60-minute design strategy workshop.
Jack Brown has created a 100-day plan as the new Director of Project Management to establish initial priorities, build foundations, and deliver early wins. The plan involves conducting briefings to gather input, establishing management style and direction, identifying issues and opportunities, and creating measurable initiatives. Key activities in the initial period include meeting with stakeholders, assessing resources and processes, and piloting improvements to build confidence and momentum.
This document summarizes Becky Franzen's presentation on building an effective sourcing team. It discusses determining sourcing needs and goals, structuring sourcing teams, tools for sourcers, metrics for measuring sourcing success, benefits and ROI of sourcing, and lessons learned. Becky Franzen has over 16 years of experience in talent acquisition, including 7 years in recruitment process outsourcing. She currently leads sourcing and project teams at Employer Flexible.
The document discusses implementing an applicant tracking system (ATS) and provides a strategic 3-step approach: 1) Analyze the current hiring process by interviewing stakeholders to understand workflows and gaps. 2) Define the future state and compare it to identify gaps. 3) Create an action plan to address findings and prepare for implementation. It emphasizes analyzing both the current and desired future processes to ensure the ATS can meet future needs and avoid costly workarounds. Conducting this analysis upfront can prevent risks associated with retrofitting processes to new technology.
CR15_08 Managing Turnover of Financial PersonnelRobert Sefton
This document is the August 2015 issue of The Controller's Report, which provides concise summaries and advice for financial managers. It includes the editor/publisher information and lists the editorial advisory board. The main article discusses how controllers can effectively manage turnover in the finance department to minimize disruption. It recommends having clear job descriptions, cross-training staff, communicating with existing staff, carefully hiring replacements, and properly integrating and developing new hires.
Managers need visibility, control, and optimization to ensure project success. Visibility allows managers to clearly communicate expectations and spot issues early. Control helps enforce best practices. Optimization ensures critical steps are not missed. These can be achieved virtually through checklists, assessments, predictive analytics and dashboards to provide oversight of projects remotely.
Pam Morris is interviewed about her background in software measurement and process improvement. She discusses some of the root causes of high software project failure rates, including poor requirements specifications and inadequate scoping. She emphasizes that software process improvement is about rigor and measurement, not just "checking boxes". Measurement programs are most effective when they start small and focus on key metrics that support management's goals and decision-making. The role of management is also important to drive measurement from the top down.
Leveraging Lean Six Sigma to Sustain HR OperationsMark Gavora
Lean Six Sigma is a commonly accepted best practice process improvement methodology. In spite of this, it has yet to be consistently adopted by Human Resources. This presentation walks participants through using a lean approach to identify, justify, improve and validate value from an HR operational improvement initiative.
The document discusses barriers to starting technology innovation companies and how those barriers have become easier to overcome in recent years. Specifically, it addresses how infrastructure, investment, time, and talent barriers that once required significant money and resources can now be addressed more easily through cloud services, lower startup costs, leveraging existing customer bases, and outsourcing talent. The key is seeing opportunities rather than barriers and being willing to start small, test ideas quickly, and iterate based on customer feedback.
Lean Six Sigma Course Training Part 16Lean Insight
Here is the Lean Six Sigma Course Training Part 16, presented by Lean-insight.om
Are you looking for six sigma related courses in Bangalore, then consult lean-insight.com
Courses:
Six Sigma Training
Six Sigma Green Belt Training
Six Sigma Black Belt Training
Lean Six Sigma Training
For more details visit: http://lean-insight.com/six-sigma-training-bangalore/
The document provides information on performance management in an agile environment. It discusses that performance management should focus on setting goals at the beginning of the year and reviewing progress, providing feedback throughout the year. It also notes that performance is a shared responsibility between management and individuals, and that the system and environment set by management impacts performance more than individual responsibility alone. Regular feedback and discussions help individuals improve and align their goals with team and organizational goals.
Pam Morris is a software development expert who has worked in software measurement and function point analysis for decades. She discusses some of the root causes of high software project failure rates, including poor requirements specifications, inadequate scoping, and lack of progress measurement. She emphasizes that software process improvement is important but must be done properly, with a focus on measurement to identify weaknesses and demonstrate improvement. Her firm helps clients implement measurement programs to analyze their current performance and identify areas for process improvement. She notes that cultural and technical challenges in data gathering can be overcome by starting small and incrementally expanding measurement efforts.
Your Challenge
Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency.
With this said, 70% of companies that embark on process improvement initiatives fail.
The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes.
Our Advice
Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative.
Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause.
Empower business analysts. Create a practical process improvement methodology that your analysts can follow.
Impact and Result
Kick off process improvement by identifying the goals and defining the improvement targets.
Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation.
Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms.
Ensure the design is aligned with the initial improvement targets. Focus on value-added activities.
Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.
Similar to Supply Chain Process Improvement Methodology V1 (20)
1. Supply Chain Management
Improving the Processes
Presented by
John Paulson,
Supply Chain and ERP Systems Consultant
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
2. John Paulson,
Supply Chain and ERP Systems Consultant
Over 15 years in manufacturing operations management with leading Northwest companies including
Panasonic Television, Panasonic/AKEI CD-ROM, SpaceLabs, Gretag Systems, and Data I/O.
John is the Founder of Columbia Tech Consulting, Inc. providing solutions consulting services in ERP,
supply chain, information systems including operational assessments, and process and systems
alignment and optimization to some of the nations leading companies.
Since 1997, John has consulted on 27+ ERP and Supply Chain engagements improving systems and
processes.
John’s expertise in supply chain and ERP systems consulting have been requested by, and provided to,
national consulting firms as; Accenture, Ernst and Young, Cap Gemini, Delta Cubed, Panex Consulting,
Premier Consulting, AMX International, Foothills Consulting, Rapidigm Consulting, The Hunter Group,
Jagwire Group, PCM Solutions, Systems Management Inc., Versa Tech, PCI, and many more
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
3. John has provided consulting assistance to;
Columbia Tech Consulting, Inc.
4. Where to start?
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
5. Many times, it often starts with the constant complaints…
System issues
Information not readily available
Manual processes everywhere
Excessive manual reports generated
Limited integration of information
Ineffective collaboration with interfacing departments
Product not available to ship
Parts are short for work orders
MRP providing inaccurate numbers
Part expedites are excessive
Inventory dollars climbing
The list goes on..
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
6. Supply chain issues can appear
in a variety of places
• Key performance indicators
• Customer feed-back survey,
• ‘Top 5 Pain Points’ survey from departments
• Market analysis
• Benchmarking analysis
• Profit and loss analysis, and more
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
7. It begins with leadership building organizational
support for the supply chain improvement initiative
• Carefully choose the right person to lead, and promote the
initiative. This person ideally will be the spokesperson, facilitator,
project manager.
•Identify the executive sponsors /process owners by function.
These people will have the most to win, or lose, based on the
results / success of the initiative. They will support their individual
teams.
Columbia Tech Consulting, Inc.
8. Check your business tool box
Open the company toolbox to see what tools you have.
Take an inventory of the resources and knowledge you have in your
organization. You may be surprised of the talent, and their knowledge
of improvement tools who you may want to consider tapping into, to
leverage for your organizations process improvement initiative.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
9. Tools to look for include;
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
10. Could use a few more tools?
That’s OK. This is where your organization will begin the journey
to learn very effective, powerful tools that will assist in your
supply chain improvement initiative
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
11. A Continuous Improvement Program..
can transform your organization into a continual learning
organization, and continual improvement organization.
And, fill up the company toolbox.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
12. Why an improvement program?
In business, there is only one choice, change faster and more
effectively then your competition, or you may find your company
out of the game.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
13. Why not just make change as the problems arise?
First, the approach of an improvement program is;
1) To make change that would not have happened unless someone
had taken the initiative.
2) To make change that will have a significant long term positive
impact.
3) A simple, yet controlled, effective methodology for continual
learning and operational improvements.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
14. Process Improvement Methodology
An accelerated process improvement methodology that is unique,
simple, yet powerful and cost effective.
A streamlined, improvement methodology approach that is a
vehicle for learning the tools and methodology while working the
improvement project, real-time.
A ‘Just-in-Time’ approach to transferring the learning into action.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
15. Process Improvement Methodology
.
The most important aspect of this program is that the intent for this
is to be a continual program of learning and continual
improvement to the organization.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
16. Accelerated Methodology Benefits
Utilizing the accelerated methodology approach, the tools are quickly learned
and practiced in ‘real-time’ during projects, for accelerated results.
Ideal for ‘Quick Hit’ target areas for immediate improvement
Provides for quality control / management approval at stages of the projects
Reduced time / cost in employee methodology and tools training, on and off-site
JIT approach to methodology training
Organizational and employee growth in knowledge gained from the process and tools
Project is owned by the teams
Consulting, training, subject matter expertise support on a ‘as-needed’ basis
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
17. Process Improvement Methodology
Define
Monitor Plan
Continuous
Implement Improvement Analyze
Measure Develop
Test
Columbia Tech Consulting, Inc.
18. Process Improvement Methodology
Initial methodology & tools training, identify / prioritize critical
Educate, processes/systems to improve,
analyze current performance / initial assessments, Steering Committee
Define & Plan Process Owners
develop team resources / Project Charter
Analyze Understand requirements, expectations, gaps, process flow,
internal/external customers. Problem statement worksheet. Identify Cause Project Leads
Develop Plan the solution. Risk analysis.
Project Leads
Cost / Benefit analysis Steering Committee approval
Did not pass
expected
results
Pilot test solution / Proof of concept, document
Test results, any problems and unexpected Project Leads
observations, make adjustments as necessary
Project Leads
Measure and study the results. Compare with Steering committee approval
Measure
prediction. Document analysis / results Q/A
Project Leads
Adopt solution. Update SOPs
Implement
Train solution Project Leads
Monitor Continual improvement monitoring Project Leads
Identify new improvements to propose
Columbia Tech Consulting, Inc.
19. 1st Step
Leadership
First, leadership takes the step to address the areas that need
improvement at a high level, and drive the supply chain improvement
initiative message to the organization, along with freeing up resources
to move the initiative forward. Leadership identifies the supply chain
improvement Steering Committee, and executive sponsors/process
owners to take the lead.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
20. 2nd Step
Understand the Supply Chain
End-to-End Flow
Development of the process flow map is a must for the beginning of a
supply chain improvements initiative. This is the basis of the existing
processes, and identifying critical points of constraint, bottlenecks, and
identification of primary and secondary areas for improvement..
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
21. 3rd Step
Define the Problem
Supply chain issues can show up in a variety of places;
• Key performance indicators
• Customer feed-back survey,
• ‘Top 5 Pain Points’ survey from departments
• Market analysis
• Benchmarking analysis
• Profit and loss analysis, and more.
The Steering Committee identifies the processes to improve based on
business objectives. There are tools that can be used during this particular
stage to identify and validate the critical processes to focus on.
Train team on methodology, roles, responsibilities, expectations.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
22. 4th Step
Plan the Project
The Steering Committee identifies what to accomplish in the improvement
of the process. This could be as simple as stating ‘Improve on-time
shipments to 95%’ for example. Identify the process owner, and team.
Develop the project charter to include; purpose of the document, project
background (problem definition, analysis, etc.) , project objectives, goals,
approach, scope, assumptions, cost, project team resource requirements,
roles, responsibilities, project governance, time-line, etc.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
23. 5th Step
Analyze
At this stage, the project team takes over to study the process flow, baseline
data collection, identify the internal/external customers, understand the
requirements, develop a gap analysis, identify root cause to the problem.
Develop the problem statement.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
24. 6th Step
Develop Solution
The team will plan the solution, develop the risk analysis, and develop
the cost/benefit analysis. The solution may include identifying ‘best
practices’, and a benchmark study. Once a potential solution has been
identified to test, a Steering Committee review and approval will be
required to move forward with solution test. It is possible, depending on
the complexity of the project, the solution approval process could be
limited to the process owner at this stage.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
25. 7th Step
Test Solution, and Learn
It is more important for the organization to understand the entire process is a learning
process, as is with the testing stage. The testing stage is a learning process first and
foremost. If the solution does not pass with the predicted results, that is OK. The
team most likely learned something very valuable. It is human nature to become very
frustrated if a test does not result with what was predicted. Again, the approach to
the improvement process is a learning approach, with the goal to improve.
If the test failed, the team will cycle back to the solution stage. This cycle may
happen several times which is OK, expect it, and learn from it.
Once the test passed with predicted results, a ‘proof of concept’ demonstration may
be a next step for the Steering Committee approval, or at minimum, process owner
approval.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
26. 8th Step
Measure the Solution
Once the test past predicted results, measure the results, confirm
benefits meet the defined success criteria, document analysis, obtain
approval from process owner and Steering Committee to implement.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
27. 9th Step
Implement the Solution
Adopt the solution; train people of the process, update standard operating
procedures, update process flow chart, plan cut-over from old process to
new process, communicate change.
Depending on the complexity of the change, the cut-over process and plan
could be a project in itself to manage
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
28. 10th Step
Monitor the Process
Monitor the process for continual improvement opportunities.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
29. Process Improvement Tools
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
30. Methodologies and Tools
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
31. Problem Solving Tools
Scatter Chart
Problem
Check Sheets
Statement
Area/Facility: Kaizen Type: Kaizen #: Date:
Problem
Description
Flow Chart Product:
Clean Lubricate Tighten
Filled Out By:
Inspect
Brief
Background Scatter Diagrams
Problem
Analysis
Brainstorming
Locate the
Point of Cause Fishbone
Analysis
Standard process / Frequency
Standard Performed
Zone Location Procedure Criteria
Week
procedure check
Shift
Day
Time By
5 Why’s
Cause & Effect
Investigation
Fishbone Diagram
Root Cause
Corrective
Action Plan
Pareto Diagrams Histograms
40
30
Control / Trend Charts
20
Scrap Rate
0.25
10
0.2
0
0
0
0
0
0
0
0
0
0.15 0
.3
.2
.5
.6
.9
.8
.1
.4
.0
-21
-22
-22
-21
-21
-22
-23
-23
-24
23 .50-
.10
.00
.30
.40
.70
.60
.90
.20
.80
.70
21
22
22
21
21
22
22
23
23
23
0.1
0.05
Team Goal:
1 2 3 4 5 6 7 8 9 10 11 12
Month
John Paulson, 31 Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
32. Problem Solving Tools Cause & Effect Diagram
Flow chart
MANL
Date: Practical Problem Solving Section:
Problem: Cause & Effect Investigation:
MAN METHOD
Problem Description:
Brief Background (History): Problem
Statement
Problem
Description
Brief
Background
Histogram Problem
Analysis
Brainstorming
Locate the
Point of Cause Fishbone
Analysis
Standard process /
procedure check
5 Why’s
Cause & Effect
5 Whys – Root Cause
Investigation
Root Cause
Corrective
Action Plan
Problem Analysis: MACHINE MATERIAL ENVIRONMENT
40
Why Why Why Why Why
30
20
Therefore Therefore Therefore Therefore Therefore
10 Root Cause & Potential Solution:
0
0
0
0
0
0
0
0
0
0
.3
.2
.5
.6
.9
.8
.1
.4
.0
-21
-22
-22
-21
-21
-22
-23
-23
-24
23 .50-
.10
.00
.30
.40
.70
.60
.90
.20
.80
.70
21
22
22
21
21
22
22
23
23
23
Scope of
Point of Cause: Plan Solution: Good Maybe X No Good Control
Resource Relevance Pay-Back Buy-In
Standard Check:
Implementation Plan & Schedule: WEEK #
Task # Task Who 1 2 3 4 5
T/M T/M
T/M Brain storm
T/M
T/M T/M
T/M T/M
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
33. When identifying processes to improve..
Keep in mind;
• Eliminating problems that have a negative impact on customer
expectations
• Cost reduction while maintaining or improving quality
• Flexibility focus in operations / supply chain
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
34. Conclusion
The concept I have introduced; an accelerated process improvement
methodology utilizing improvement tools that will move your supply chain
process improvement initiatives forward, and your organization forward.
A methodology, unique from traditional process improvement consulting
services, that focuses on organizational learning in a ‘learn on the project’
approach, while improving processes, and the supply chain, on a continual
basis.
John Paulson, Columbia Tech Consulting, Inc.
Cell 503-819-0190,
Email jpaulson@columbiatci.com
35. John presents this methodology and tools in an easy to
understand approach including real world case studies of
significant improvements to operations at leading companies.
For more information regarding this presentation, methodology,
and tools used, contact John Paulson.
John provides assistance in planning, training, process consulting,
and facilitating your organizations improvement initiative.
John Paulson, Independent Consultant
Cell: 503-819-0190
Email: jpaulson@columbiatci.com
Columbia Tech Consulting, Inc.