Past present-future-product-services-solutionsHeiko Gebauer
The presentation inspires to think about the past, present, and future of products, services, and solutions. It shows examples of companies making a leap into the solution business. It also illustrates the status of the existing research and describes future research opportunities. It's a mix of academic insights and practical implications.
This presentation and workshop was part of meeting at General Electric in Florence, Italy. The presentation illustrates aspects such as service innovation and growth in service business. It contains group works and presentation slides.
Service business development in manufacturing companiesHeiko Gebauer
This presentation is a very comprehensive view on different aspects of service business development in manufacturing companies. It discusses necessary investments into the service business, cognitive limitations for these investments, service strategies, organizational structures, and service business in China.
A Reference Model Based Design of Supply Chain Management CapabilitiesCaaS EU FP7 Project
Capabilities define competitive advantages an organization possesses, and attaining desired capabilities is a challenging task. This paper proposes to use reference models as a basis for the capability design, and it focuses on usage of the SCOR model for designing supply chain management capabilities. The paper outlines a method for the reference model based capability design. The method relies on the correspondence among concepts used in capability modeling and concepts used in the SCOR model. The capability is designed by selecting and combining appropriate process categories and metrics from the reference model. Best practices defined in the referenced model are packaged as capability delivery patterns and are also used in capability design as reusable process fragments. The reference model provides sound foundations for the capability design while capability-oriented view of the reference model enriches it with contextual information.
Authors: Jānis Grabis and Solvita Bērziša
NEGOSIASI merupakan skill unggulan para professional sales supplier. Memang mereka berlatih lebih banyak dalam hal ini. Sebaliknya kebanyakan para professional purchasing belum mendapatkan jumlah training sebanyak professional sales untuk bidang ini.
Past present-future-product-services-solutionsHeiko Gebauer
The presentation inspires to think about the past, present, and future of products, services, and solutions. It shows examples of companies making a leap into the solution business. It also illustrates the status of the existing research and describes future research opportunities. It's a mix of academic insights and practical implications.
This presentation and workshop was part of meeting at General Electric in Florence, Italy. The presentation illustrates aspects such as service innovation and growth in service business. It contains group works and presentation slides.
Service business development in manufacturing companiesHeiko Gebauer
This presentation is a very comprehensive view on different aspects of service business development in manufacturing companies. It discusses necessary investments into the service business, cognitive limitations for these investments, service strategies, organizational structures, and service business in China.
A Reference Model Based Design of Supply Chain Management CapabilitiesCaaS EU FP7 Project
Capabilities define competitive advantages an organization possesses, and attaining desired capabilities is a challenging task. This paper proposes to use reference models as a basis for the capability design, and it focuses on usage of the SCOR model for designing supply chain management capabilities. The paper outlines a method for the reference model based capability design. The method relies on the correspondence among concepts used in capability modeling and concepts used in the SCOR model. The capability is designed by selecting and combining appropriate process categories and metrics from the reference model. Best practices defined in the referenced model are packaged as capability delivery patterns and are also used in capability design as reusable process fragments. The reference model provides sound foundations for the capability design while capability-oriented view of the reference model enriches it with contextual information.
Authors: Jānis Grabis and Solvita Bērziša
NEGOSIASI merupakan skill unggulan para professional sales supplier. Memang mereka berlatih lebih banyak dalam hal ini. Sebaliknya kebanyakan para professional purchasing belum mendapatkan jumlah training sebanyak professional sales untuk bidang ini.
How manufacturing firms can become service and solution providersHeiko Gebauer
This presentation describes how manufacturing firms can become successfully service and solution provider. It is based on 15 years of experiences working intensively with firms. It shows the pains and gains for the strategic shift from products to solutions.
ISC europe 2016 - how much inventory do you really need? Inventory Target Set...Bram Desmet
Presentation given at the Integrated Supply Chain Conference in Brussels in januari 2016. Using the Supply Chain Triangle to define which metrics we need to balance, how to link them to the business strategy. Analysis in detail of gross profit, R&D costs, SG&A costs to differentiate between product leaders, customer intimacy players and operational excellence players.
SCELP Nyenrode - Strategic target setting using the supply chain triangleBram Desmet
Presentation for SCELP, the Supply Chain Executive Leadership Platform at Nyenrode Business University. Using the Supply Chain Triangle to define which metrics we need to balance, how to link them to the business strategy, using the triangle to show the SCOR model is missing the dimensions of product complexity and product portfolio complexity. Proposing a new holisitic KPI framework that shows strategic trade-offs and their impact on the supply chain.
A session at the CBS Competitiveness Day 2015 - This presentation will give an overview of how service business models can provide opportunities for driving competitiveness of Danish industry. The presentation is based on the ongoing applied research project 'Driving Competitiveness through Servitization’ which is supported by The Danish Industry Foundation. The project focuses on service strategies of manufacturers and is carried out in collaboration with a number of Danish companies.
Advanced services - contracts and modellingShaun West
Handouts from the class at Aston Business School looking at service contracts and cost/revenue models, what they mean, how they work and what it means for the contract terms and conditions.
Supply chain innovations 2016 - strategic target setting in the supply chain...Bram Desmet
Presentation for the Supply Chain Innovations conference of Value Chain in 2016. Talking about how to use the supply chain triangle to define which sets of metrics to benchmark, and how strategy influences the target setting.
How to define a supply chain strategy 20170319Bram Desmet
Presentation from Value Chain Supply Chain Innovations 2017. Explaining the link between strategy, supply chain and financial KPIs. With cases from Food Retail and High-Tech. Material for a book on 'Supply chain Strategy and financial metrics', based on the supply chain triangle.
5 Questions for Lora Cecere on the Metrics That Matter - Supply Chain Innovat...Bram Desmet
Interactive keynote discussion with Lora Cecere on the metrics that matter at Supply Chain Innovation 2016 from Value chain. Presentation is built around 5 questions which the audience had to vote agree yes/no. Includes a word cloud on what to do to improve balance in the supply chain.
A) Operations performance is vital for any organization
B) The quality objective
C) The speed objective
D) The dependability objective
E) The flexibility objective
F) The cost objective
G) Trade-offs between performance objectives
How manufacturing firms can become service and solution providersHeiko Gebauer
This presentation describes how manufacturing firms can become successfully service and solution provider. It is based on 15 years of experiences working intensively with firms. It shows the pains and gains for the strategic shift from products to solutions.
ISC europe 2016 - how much inventory do you really need? Inventory Target Set...Bram Desmet
Presentation given at the Integrated Supply Chain Conference in Brussels in januari 2016. Using the Supply Chain Triangle to define which metrics we need to balance, how to link them to the business strategy. Analysis in detail of gross profit, R&D costs, SG&A costs to differentiate between product leaders, customer intimacy players and operational excellence players.
SCELP Nyenrode - Strategic target setting using the supply chain triangleBram Desmet
Presentation for SCELP, the Supply Chain Executive Leadership Platform at Nyenrode Business University. Using the Supply Chain Triangle to define which metrics we need to balance, how to link them to the business strategy, using the triangle to show the SCOR model is missing the dimensions of product complexity and product portfolio complexity. Proposing a new holisitic KPI framework that shows strategic trade-offs and their impact on the supply chain.
A session at the CBS Competitiveness Day 2015 - This presentation will give an overview of how service business models can provide opportunities for driving competitiveness of Danish industry. The presentation is based on the ongoing applied research project 'Driving Competitiveness through Servitization’ which is supported by The Danish Industry Foundation. The project focuses on service strategies of manufacturers and is carried out in collaboration with a number of Danish companies.
Advanced services - contracts and modellingShaun West
Handouts from the class at Aston Business School looking at service contracts and cost/revenue models, what they mean, how they work and what it means for the contract terms and conditions.
Supply chain innovations 2016 - strategic target setting in the supply chain...Bram Desmet
Presentation for the Supply Chain Innovations conference of Value Chain in 2016. Talking about how to use the supply chain triangle to define which sets of metrics to benchmark, and how strategy influences the target setting.
How to define a supply chain strategy 20170319Bram Desmet
Presentation from Value Chain Supply Chain Innovations 2017. Explaining the link between strategy, supply chain and financial KPIs. With cases from Food Retail and High-Tech. Material for a book on 'Supply chain Strategy and financial metrics', based on the supply chain triangle.
5 Questions for Lora Cecere on the Metrics That Matter - Supply Chain Innovat...Bram Desmet
Interactive keynote discussion with Lora Cecere on the metrics that matter at Supply Chain Innovation 2016 from Value chain. Presentation is built around 5 questions which the audience had to vote agree yes/no. Includes a word cloud on what to do to improve balance in the supply chain.
A) Operations performance is vital for any organization
B) The quality objective
C) The speed objective
D) The dependability objective
E) The flexibility objective
F) The cost objective
G) Trade-offs between performance objectives
A session at the CBS Competitiveness Day 2015 - This presentation will give an overview of how service business models can provide opportunities for driving competitiveness of Danish industry. The presentation is based on the ongoing applied research project 'Driving Competitiveness through Servitization’ which is supported by The Danish Industry Foundation. The project focuses on service strategies of manufacturers and is carried out in collaboration with a number of Danish companies.
Competitive advantage; from sustainable to temporary by resilience, speed and reconfiguration of resources.
CBS Competitiveness Day 2014 @ Copenhagen Business School
How Agile support digital transformation - practical lesson at Magestore.comSteve Ngo
How Agile support digital transformation - practical lesson at Magestore.com
***About Magestore***
Magestore là công ty cung cấp giải pháp phần mềm cho các doanh nghiệp bán lẻ. Đối tượng khách hàng chủ yếu là các chuỗi bán lẻ của Mỹ và Châu u. Giải pháp của Magestore được xây dựng based trên nền tảng Magento.
Các bạn có thể xem thêm thông tin về sản phẩm của Magestore tại: https://www.magestore.com
***About Magestore Culture***
Các bạn có thể tìm hiểu thêm nhiều thông tin nữa về con người và văn hóa của Magestore tại website https://insights.magestore.com
***Các vị trí mà Magestore đang tuyển dụng***
Magestore là một công ty phát triển sản phẩm nên cần đội ngũ nhân sự chất lượng cao ở nhiều vị trí như:
#Full-stack Developer, Global Retail Solution #Business Consultant #Digital Marketing Executive #AI Engineer
Các bạn có thể tham khảo thông tin cụ thể về các vị trí tuyển dụng tại link sau:
https://insights.magestore.com/nextgen
Value analysis with Value Stream and Capability modelingCOMPETENSIS
The new Archimate 3.1 has improved the strategy layer with major modeling objects related to value analysis: value stream and capability.
These objects are linked and answer major questions :
- [VALUE STREAM] What value do we deliver to customers ? What value do we want to deliver to customers ? This is the enterprise business model.
- [CAPABILITY] What operational model do we need to deliver value ? The capability model describes the operational model required to deliver value to customers.
You cannot succeed to transform a business model, enterprise activities without considering Value Stream & Capability analysis. Technology considerations are necessary but not sufficient.
Feel free to contact if you wish to get more support with your transformation projet.
A presentation at The 2015 Copenhagen Business School Symposium on High-Frequency Trading. Robert Almgren, President and Head of Research at Quantitative Brokers (New York)
A presentation at The 2015 Copenhagen Business School Symposium on High-Frequency Trading. Björn Hagströmer, Associate Professor in Finance at Stockholm Business School, Stockholm University
A presentation at The 2015 Copenhagen Business School Symposium on High-Frequency Trading. Bjørn Sibbern, President of Nasdaq Copenhagen, Senior Vice President and Global Head of Nasdaq’s Commodities business
A session at the CBS Competitiveness Day 2015 and a part of the Smart Solutions for Innovative Cities Conference, organized by the Innovation Centre Denmark.
A session at the CBS Competitiveness Day 2015 - Profitabel top- og bundlinjevækst står øverst på de fleste virksomheders agenda – og det er oplagt at starte med at indhøste restpotentialerne blandt virksomhedernes nuværende kunder. Udfordringen for mange virksomheder er dog, at de mangler viden om, hvor restpotentialer skal findes, så man kan prioritere og målrette salgsindsatsen derefter. Denne session præsenterer et værktøj der kan sikre virksomhederne et sådant indblik i på kunde- og produktniveau og gennemgår de resultater, der er opnået fra pilotimplementeringerne.
A session at the CBS Competitiveness Day 2015 - The session launches the new book. The authors introduce the key tools from the book, offer an overview of the customer challenge and how to master it.
A session at the CBS Competitiveness Day 2015 - Professor Louise Mors will present initial findings from a study on board dynamics collaborating with Margarethe Wiersema (Professor at UC Irvine). The study will draw on initial interviews conducted with board members in Denmark, Norway and the US aiming to reach a better understanding of the structure and interactions on boards; especially with an interest in how or if female board members have an influence on these dynamics.
A session at the CBS Competitiveness Day 2015 - In recent years financial markets have undergone a huge transformation driven by technology and regulation. Both the structure of the markets in which participants operate and the behavior of those participants have seen a phase shift towards increasing fragmentation and digitalization where trades take place in micro- or even nanoseconds. We will present a study of high-frequency trading and show how the use of high-speed algorithms might transform the financial markets.
A session at the CBS Competitiveness Day 2015 - Workshoppen giver gennem oplæg, cases og hands-on en indføring i de nyeste principper og metoder til modellering af viden med særligt henblik på digitalisering. Målet er at give deltagerne indsigt i, hvordan de kan bidrage til at deres virksomhed eller organisation udvikler konsistente, holdbare og effektive løsninger til håndtering, formidling og udveksling af viden og data.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Supply Chain som Værdiskaber - Associate Professor Kim Sundtoft Hald
1. Supply chain som værdiskaber
Hvordan kan Supply Chain være værdiskabende frem for ”bare” et cost center?
Kim Sundtoft Hald, Associate Professor, Department of Operations Management
Netværksmøde hos CBS ØST (effektivitet.dk)
Coloplast 2. september 2015
2. 2
• Introduktion til supply chain som værdiskaber.
• Værdien af supply chain services – Hvordan opsættes en
model for at vurdere gevinster og omkostninger?
• Hvordan udvælges kunder, som man bør overveje et
nærmere partnerskab med?
Indhold
3. 3
Educational Background
2007 Ph.D. from the Doctoral School of Technologies of Managing, CBS.
1996 Master in Operations Research and Economics MS (Math.Econ.) (Cand.Scient.Oecon) from Aarhus University.
Current and past academic positions
2010- Associate Professor in Operations Management, Department of Operations Management, CBS.
2006-2010 Assistant Professor in Operations Management, Department of Operations Management, CBS.
2003-2006 PhD Fellow, Doctoral School of Technologies of Managing, Department of Operations Management, CBS.
2004-2005 Visiting Researcher, IMD (International Institute for Management Development), Lausanne, Switzerland.
2002-2006 External Lecturer, CBS.
1998-2001 Teaching Assistant, CBS.
Past nonacademic positions
2001-2003 Director, PwC Consulting (PricewaterhouseCoopers).
1999-2001 Internal Consultant, Bang & Olufsen A/S.
1997-1999 Senior Consultant, KPMG Consulting.
1996-1997 Consultant, KPMG C. Jespersen.
1990-1996 Student - University of Aarhus.
1989-1990 The Royal Danish Guards.
Kim Sundtoft Hald
5. 5
Opgørelse og ”salg” af SCM-værdi
• Hvordan skaber vores supply chain
management aktiviteter værdi for vores
kunder?
• Svar på dette spørgsmål er væsentligt, da
det skaber mulighed for belønning.
– Kræver synliggørelse.
– Identificering og isolering af effekt af
egen SCM praksis på kundens
processer.
– Troværdi ”opgørelse/måling”.
8. 8
There are many views on value
Cost of ownership
Purchasing costs
Product value
Relationship value
Network value
Time
Value = - price - production costs + sales price premium + extras+ other relationships
Service value
The value of
supply chain
management?
?
Ritter (2014)
9. 9
Value as a comparison of benefits and Sacrifices
Perceived Benefits
Perceived Cost
Perceived Value Ration (PVR) =
When (PVR > 1) there is a perceived payoff from the supplier relationship and thus an incentive to engage in it
Perceived Value Subtraction (PVS) =
Perceived
Benefits
Perceived
Cost
-
When (PVS > 0) there is a perceived payoff from the supplier relationship and thus an incentive to engage in it
With inspiration from Ulaga and Eggert (2005)
11. 11
Hvordan vælger kunden?
Outcomes given
comparison level (CL)
Based on Anderson & Narus (1984, 1990)
(Value obtained) > = < (Expected value (CL))
Comparison Level for
alternatives (CLALT)
(Value obtained) > = < (Alternative value (CLALT)
?
?
Comparing over Time
Comparing across the Supply Network
12. 12
Direkte funktioner
• Pris + Omkostninger
• Kvalitet
• Volume
• Risk management
Indirekte funktioner
• Information
• Innovation
• Adgang
• Motivation
Kunde
værdi
Med inspiration fra
Walter et al., 2003, 2004
Leverandør
Aktiviteter
(Supply chain)
14. 14
Core Benefits
Product
quality
• Product performance
• Product reliability
• Product consistency
Delivery
performance
• On‐time delivery
• Delivery flexibility
• Accuracy of delivery
Direct Costs
Direct product costs
• “Fair” pricing
• Annual price decreases
• Cost reduction programs
Sourcing Benefits
Service
support
• Product‐related services
• Customer information
• Outsourcing of activities
Personal
interaction
• Communication
• Problem solving
• Mutual goals
Acquisition Costs
Suppliers ability to take out costs
of the sourcing process
• Order handling costs
• Inventory management costs
• Incoming inspections costs
Operations Benefits
Supplier
Know‐
how
• Knowledge of supply market
• Improvement of existing
products
• Development of new products
Time‐to‐
Market
• Design tasks
• Prototype development
• Product testing and validation
Operations Costs
Suppliers ability to take out of
customers´ operations
• Cost of existing products
• Manufacturing process costs
• Tooling and warranty costs
Adapted from Ulaga (2003) & Ulaga and Eggert (2006)
16. 16
Hogan (2001)
Værdien af supply chain projekter
Expected relationship value (ERV)
Influence Diagram of alpha’s
Relationship with Beta.
17. 17
Variable Units Distribution function Assumption
COSTS
Management time Hours Log‐Normal
5%‐tile placed at 10% below expected value
95%‐tile placed at 50% above expected value
Engineering time Hours Log‐Normal
5%‐tile placed at 10% below expected value
95%‐tile placed at 50% above expected value
Administrative time Hours Log‐Normal
5% placed at 10% below expected value
95%‐tile placed at 10% above expected value
Out of stock (JIT) Dollars Custom
95% prob. of 0‐12 hours of out of stock per year
5% prob. of 24–96 hours of out of stock per year
REVENUES
Price reductions % of sales Triangular
Min. value = 0%; Max value of 1.2%;
Most likely value = .7%
Process efficiencies % of sales Normal 5%‐tile placed at 0% improvement
Materials savings % of sales Normal
5%‐tile placed at 0% improvement
95%‐tile placed at 1.8%
Correlation with material savings = .60
Reduced Inventory costs Dollars Triangular
Min. value = 2%; Max value of 5.0%;
Most likely value = 4.0%
Reduced inventory slack % of Sales Log‐Normal Mean = .8%, 95%‐tile = 1.2%
INVESTMENTS
IT for JIT Dollars Normal 5%‐tile = $120,000; 95%‐tile = 80,000
Hogan (2001)
24. 24
• Introduktion til supply chain som
værdiskaber.
• Værdien af supply chain services –
Hvordan opsættes en model for at vurdere
gevinster og omkostninger?
• Hvordan udvælges kunder, som man bør
overveje et nærmere partnerskab med?
Opsummering