The document discusses strategies a company can take to achieve 10x business growth over the next 10 years. It outlines opportunities in partnering with software vendors, upselling and cross-selling to existing clients, tapping emerging markets like India, and adopting new technologies around cloud, IoT, and autonomous vehicles. Key areas of focus include omni-channel retail, green supply chains, renewable energy, and pharmaceuticals/food and beverage sectors.

2. • To achieve 10X business growth
• Current business stats –
• 90% from RFPs
• 10% other sources (including links with S/W vendors)
• Business mainly from following –
• Retail chains
• Manufacturers
• Packagers(CPG) /Transporters

3. A more robust team to help us score more contractsRFPs
• Get people working on winning RFPs from competition
• Work on creating a better brand name so that your company is the provider of choice
• Incentivize decision makers to include your company in bid and bat for us
Real time knowledge of product sales can give the first mover advantageS/WVendors
• Partner with vendors in a cross-promotional deal – they share clients who bought only product, we share clients who use
competitor products and/or recommend their products officially
• Moreover, we need not wait till a party has made a purchase, instead working with them right from the start, alsobuilds leverage
• Relationships with sales force of these S/W, especially targeting independent sellers/re-sellers
Upsell, cross-sell, collaborateExisting Clients
• Look for more business from existing SCE clients
• Target enterprise wide clients for any requirements, they should always know that we provide these services too
• Collaborate with existing clients and reach out to their vendors – If one company has implemented s/w X with us, then there is a
huge chance that all of its suppliers/vendors will also need/want to upgrade to compatible systems

5. • Numerous start-ups and existing businesses venturing into new models
• Grocery delivery – the advantages only emerge from best SC practices
• New distribution centres coming up every day, shrinking showrooms
Omni-channel Retail
• New laws to take complete product ownership and developments in reverse supply chain
• Carbon footprint minimization and cost effective green solutions
Green SC andTotal
Product ownership
• The world is taking note and shifting focus to renewable energy
• Perceiving the future needs and working to get the lead
• Sustained performance excellence by end-to-end integration enhancing predictability and reliability
Renewable Energy
• High relevance and one of the biggest sectors in need of total SC overhaul
Pharmaceuticals and
F&B

6. Source -TheCurrent and Future State of Digital Supply ChainTransformation – Infor, Capgemini
Consulting, GT Nexus - A cross-industry study with 337 executives in over 20 countries

7. • Minimal infra upgrade costs
• Increased internal efficiency and reduced overheads
Cloud
Implementation
• The worlds biggest companies are putting their money in self-driving
vehicles
• Opportunity for being a first mover (well maybe not the first now)
Autonomous
Vehicles
• Keeping abreast on technological developments and funding
research for new implications in SC
• Advanced tracking and solutions – systems should be future-ready
IoT & High-Tech
Manufacturing

8. Product
Finishing
FG Inventory
Assemble to
Order
Solution System
Based
Mobile / On-
Tap
Production Distributed Collaborative

9. Emerging Economies- New Business Geographies
• India is undergoing a huge transition in terms of logistics.The
proposed GST law will bring down costs heavily and the demand is
rising exponentially. Great time to tap into the market by taking
SMEs to the next level.
• With rising population and proportionally rising demand the supply
effectiveness needs to be optimal
• Various local chains and retail mediums coming up – all need the
edge to beat prevalent costs and be profitable, comes from supply
chain excellence

10. • The 80:20 rule – find out the most important customers
• Go the extra mile to make them at home
• Priority service levels – make them feel valued and cultivate the
fear that any provider won’t do the same for them
• The trend is shifting from customer service to customer
relationship management – work with key customers to createVAS
(Example– A)

11. New Business Offering:Vested Outsourcing
• To come up with a business model where we charge clients based
on delivered results and ROI generated
• Of course higher risk – higher return needs to be applied to the
pay-out plans
• Might be a great strategy to break open the doors for new clients

12. • BREXIT – A great time to promote the following:
• Analysis for all clients as to what has changes and what changes might be
required in the systems
• Continued support and climatic adjustment for on-going projects
• Use various AD platforms to drive the point how we stood with its clients
• How fast we were able to deliver, following the changes
• Standard open-market bulletins advising organizations on what all
changes are required of them

13. • Intel and IBM have new partnerships with JDA –We can also look into
having a partnership that can be mutually beneficial
• EDI – Promote company by being the best EDI facilitator and one which
can help provide seamless integration with different systems and
business suites, create edge, do things which other providers won’t
• Building a common vendor database, which helps our clients to dive in
the pool for any new needs, without market research to find out the
vendors and their credentials with possible review/testimonial system
too, or even maybe a ranking system
• Modular implementation – Something that is probably not the norm but
could be the differentiator for company*
• Better stakeholder management and higher/quicker adoption by users
through dedicated training programs and world-class trainers
*Will have to get a better understanding to check feasibility of the suggestion

14. • Priority service levels
• Bigger players can’t provide all the clients priority service – being small, agile and flexible
company better placed to deliver
• Integrated Communication
• Create tools that enhance organization-wide visibility – Something like FASTTRACK that JDA
employs
• Best SAVINGS and ROI guaranteed
• Expert work in identifying various Lean optimizations along the implementation
• Minimizing costs like Infra through use of open-source systems and partnership benefits of
company
• Acquiring and retaining the best talent –people with “A” class credentials and/or deep experience
• Testimonials – Best way to turn heads, promote and highlight clients and reviews
• Targeted Research - supplement client experience with targeted research to incorporate best
practices that drive supply chain performance and returns

15. • Supplier collaboration – they might be resistant to change – they
might not want to upgrade at all – they sometimes feel that it is
going to cut down on their business – or increase costs for them
(Example– B)
• Pitching as a dedicated team that helps drive home the point –
“What is in it for the supplier?”, through proper analysis
• can also use this as opportunity to get them as clients too
• Trans-network data visibility – delivering the best data visibility
through data standardization across the entire chain so that the
implemented systems can talk freely to all vendor and customer
systems

17. http://www.slideshare.net/nikhil_kej/iim-kashipur-leanmeanmenneev

19. https://blog.cargomatic.com/2016/05/16/top-7-supply-chain-trends-for-2016/
http://www.supplychain247.com/article/10_supply_chain_trends_for_the_next_10_years
http://www.forbes.com/sites/kevinomarah/2016/02/03/google-and-the-future-of-supply-
chain/#16922a1f302a
http://www.mckinsey.com/business-functions/operations/our-insights/building-the-supply-
chain-of-the-future

20. A consumer packaged goods firm recently started focusing on choice retail
customers and partnering with key customers to develop a more strategic view
about how the business should progress.The company is now involved in joint
business planning with its top customers.This is a radical shift from the previous
business model that focused on cost reduction, an approach that “made us
order takers rather than demand creators,” said a senior manager. More
importantly, the new approach has been coupled with the need to balance
supply chain capacity with the desired demand that is being created.This
change has come from the highest leadership in the organization and is a
significant cultural change for the organization’s managers and employees.
To embed the new approach into the organizational culture, a balanced
scorecard has been adapted to include common metrics across all functional
areas and support the new customer focus on relevant value.The company is in
mid-transition but has a strong framework that is guiding decisions throughout
the organization. Financial results are beginning to suggest the success of their
new business approach.

21. NCR wanted to shift some of its inventory ownership to its suppliers,
according to Ken Shaw, director of global inventory management, and
JohnWebster, director of services for supply line management.The two
had to convince suppliers that taking ownership of NCR’s stuff would
benefit them. A tough task.To do that,Webster met face-to-face with the
CEOs and COOs of the company’s largest suppliers, pounding home the
message that NCR’s new applications would be of benefit to all.
"Conversations with suppliers at the highest levels was critical," says
Webster.
He carried a sales pitch to those meetings:Adopt our system, and we’ll be
prepared to do more business with you! As will other manufacturers
looking for better supplier cooperation.Though there was resistance at
first, NCR now keeps 40 percent of its inventory with suppliers.

22. • Detailed evaluation of your existing supply chain and processes to fully understand how the
new solution would be utilized and integrated
• Clear solution architecture and definitions that align with your business goals and objectives
• Project management from end-to-end or focused on a specific area
• Configuration planning and management to ensure system settings will work with business
processes and trading partner transaction sets
• Data mapping and translation for B2B, EDI, XML and other types of transactions
• Deployment and user acceptance testing (UAT) coordination with documentation
• Training for end users as well as help desk or support team knowledge transfer
• Performance optimization including analysis of your systems, networking, database and
application servers, as well as your overall process flow
• Establishing reports for monitoring key performance metrics and enterprise-wide visibility
• Integrating systems so that all processes flow seamlessly and effectively

23. Source:http://www.supplychain247.com/article/10_supply
_chain_trends_for_the_next_10_years/EVM_Partners