The document discusses how supply chain analytics can help CFOs better manage challenges like market volatility, regulatory compliance, and enabling growth while ensuring profitability. It argues that greater visibility into the supply chain through data and analytics can help CFOs improve forecasting, reduce working capital requirements, boost cash flows, and mitigate risks. It provides examples of how supply chain analytics have helped companies optimize inventory levels, enhance supplier relationships, and provide real-time visibility into the end-to-end supply chain process. The document advocates for combining analytics with industry expertise and technology to drive "industrialized analytics" and embed intelligence into business processes.
Supplier financial stability and risk differentiation in turbulent times -sup...Thomas Tanel
There is a Darwinian effect occurring in the supply chain as Fortune 1000 companies cut weaker suppliers. The simple fact is that in today’s longer global supply chains, product
moves over greater distances and across more multinational borders than in the more localized supply chains of the past. In an era of wildly fluctuating commodity prices and security regulations, the coordination and execution required for international shipments has become
more of a challenge than in the past.
The document discusses how companies are increasingly taking a more integrated and strategic approach to managing their maintenance, repair, and operations (MRO) spending and processes. It used to be that MRO was managed in a fragmented way across different business units and sites, but leading companies are now centralizing MRO management and implementing best practices around areas like standardization, performance measurement, and data-driven decision making. The research surveyed over 170 practitioners and found evidence that more companies are evolving towards this more integrated, strategic, and best practice-driven approach to managing their MRO.
The document discusses key aspects of optimizing supplier risk management. It recommends taking a layered approach to assess risk by first leveraging existing vendor data to filter out low-risk suppliers, then using public data sources to develop risk profiles and further narrow the field. This reduces the number of suppliers requiring more expensive due diligence to identify high-risk "time bombs" posing the greatest risk to the organization. Successful supplier risk management requires senior management engagement, segmenting suppliers by relative risk level, rigorously measuring and managing that risk, and collaborating closely with key suppliers.
Source-to-Pay: Advancing from Pure Cost Optimization to Value GenerationCognizant
This document summarizes the key challenges facing sourcing and procurement functions and strategies to help overcome these challenges and deliver more value. The main challenges include inadequate strategies, lack of market intelligence, shortcomings in processes and policies, lack of accountability, issues with organizational structure, and inability to balance process efficiency and technology. The document recommends focusing on supply risk management, category sourcing strategy, buying channel strategy, supply chain financing, and operating with a global shared service model. It argues that procurement must adopt practices like real-time market intelligence, evolving supplier partnerships, advanced risk management, and increased outsourcing maturity to transform from a cost optimization role to a strategic value generation function.
Kenneth Hausermann is a procurement and purchasing manager with over 20 years of experience managing global supply chains and negotiating contracts. He has a track record of reducing costs through process standardization and strategic sourcing. Currently he is the Purchasing Manager at Sono-Tek Corporation where he oversees procurement and manages a staff of three. Previously he held materials management roles at several technology manufacturing companies where he improved inventory management, payment terms, and supplier relationships.
Leading companies are exploiting their supply chains to outperform competitors. Collinson Grant assesses the value they create and makes recommendations for improvement. This presentation gives an outline of our approach to redefining processes and structures to eliminate costs, harmonising systems and technologies to exploit synergies, and generating transformational change.
This presentation will help you understand the supplier relationship management and supply chain relationships.
You may also see the interactive video lecture on this subject here: http://www.aims.education/study-online/supplier-relationship-management/
Achieving Excellence in End-to-End Supply Managementmubarak2009
The document discusses challenges in supply chain management for service organizations. It notes a lack of integrated processes, tools, and information across supply chains. Common issues include no single contract repository, manual contract development, and an inability to match invoices to contracts. The presentation argues that effective contract management, using standardized templates and automation, can help address these issues and drive efficiencies across sourcing, procurement, and supplier management.
Supplier financial stability and risk differentiation in turbulent times -sup...Thomas Tanel
There is a Darwinian effect occurring in the supply chain as Fortune 1000 companies cut weaker suppliers. The simple fact is that in today’s longer global supply chains, product
moves over greater distances and across more multinational borders than in the more localized supply chains of the past. In an era of wildly fluctuating commodity prices and security regulations, the coordination and execution required for international shipments has become
more of a challenge than in the past.
The document discusses how companies are increasingly taking a more integrated and strategic approach to managing their maintenance, repair, and operations (MRO) spending and processes. It used to be that MRO was managed in a fragmented way across different business units and sites, but leading companies are now centralizing MRO management and implementing best practices around areas like standardization, performance measurement, and data-driven decision making. The research surveyed over 170 practitioners and found evidence that more companies are evolving towards this more integrated, strategic, and best practice-driven approach to managing their MRO.
The document discusses key aspects of optimizing supplier risk management. It recommends taking a layered approach to assess risk by first leveraging existing vendor data to filter out low-risk suppliers, then using public data sources to develop risk profiles and further narrow the field. This reduces the number of suppliers requiring more expensive due diligence to identify high-risk "time bombs" posing the greatest risk to the organization. Successful supplier risk management requires senior management engagement, segmenting suppliers by relative risk level, rigorously measuring and managing that risk, and collaborating closely with key suppliers.
Source-to-Pay: Advancing from Pure Cost Optimization to Value GenerationCognizant
This document summarizes the key challenges facing sourcing and procurement functions and strategies to help overcome these challenges and deliver more value. The main challenges include inadequate strategies, lack of market intelligence, shortcomings in processes and policies, lack of accountability, issues with organizational structure, and inability to balance process efficiency and technology. The document recommends focusing on supply risk management, category sourcing strategy, buying channel strategy, supply chain financing, and operating with a global shared service model. It argues that procurement must adopt practices like real-time market intelligence, evolving supplier partnerships, advanced risk management, and increased outsourcing maturity to transform from a cost optimization role to a strategic value generation function.
Kenneth Hausermann is a procurement and purchasing manager with over 20 years of experience managing global supply chains and negotiating contracts. He has a track record of reducing costs through process standardization and strategic sourcing. Currently he is the Purchasing Manager at Sono-Tek Corporation where he oversees procurement and manages a staff of three. Previously he held materials management roles at several technology manufacturing companies where he improved inventory management, payment terms, and supplier relationships.
Leading companies are exploiting their supply chains to outperform competitors. Collinson Grant assesses the value they create and makes recommendations for improvement. This presentation gives an outline of our approach to redefining processes and structures to eliminate costs, harmonising systems and technologies to exploit synergies, and generating transformational change.
This presentation will help you understand the supplier relationship management and supply chain relationships.
You may also see the interactive video lecture on this subject here: http://www.aims.education/study-online/supplier-relationship-management/
Achieving Excellence in End-to-End Supply Managementmubarak2009
The document discusses challenges in supply chain management for service organizations. It notes a lack of integrated processes, tools, and information across supply chains. Common issues include no single contract repository, manual contract development, and an inability to match invoices to contracts. The presentation argues that effective contract management, using standardized templates and automation, can help address these issues and drive efficiencies across sourcing, procurement, and supplier management.
The document discusses key topics related to managing supply chains, including definitions, trends, best practices, and risks. It provides definitions of supply chain management and logistics management. It outlines trends changing supply chains such as globalization, technology advances, and sustainability issues. Leading practices discussed include focusing on cash flow, visibility, and strategic supplier/customer relationships. Risks covered involve disruptions, regulatory changes, and factors within and outside a company's control.
“Industrialization” of sourcing and procurement operationsGenpact Ltd
The document discusses how procurement operations can be "industrialized" through processes like shared services and global business services (GBS) to improve efficiency and strategic capabilities. It argues that procurement is currently one of the least industrialized functions compared to others like finance and HR. Industrializing 30% of procurement activities through GBS could generate $30 million in benefits for every $1 billion in revenue. The document outlines a four-step approach to selecting an optimal target operating model and provides examples of companies that improved procurement through implementing advanced models.
William Rau has over 20 years of experience in supply chain management, purchasing, materials management, and project management across multiple industries. He has a proven track record of delivering cost savings, quality standards, and building successful teams. Most recently, he served as a Supply Chain Manager for MASCO Corporation where he improved customer satisfaction metrics and reduced order backlogs. Prior to that, he spent 7 years as the Director of Materials Management for Diplomat Specialty Pharmacy where he delivered $6 million in annual savings and reduced inventory times. He holds a Bachelor's degree in Data Processing from Ferris State University.
The document discusses effective supplier relationship management. It begins with an introduction and agenda. It then defines contract management and supplier management, explaining that supplier management covers all aspects of working with suppliers beyond specific contracts. It outlines key aspects of good supplier relationship management programs, including planning, resources, relationships, risk management, and payment. The document then provides case studies of supplier management programs at Fujitsu, Nokia, and Rexam and how they improved outcomes through segmentation, measurement, competition, and rewards. It stresses that successful programs require leadership, clear objectives, and communication.
This document discusses how to design an effective demand organization. It defines a demand organization as an intermediary between core business processes and supporting processes. When outsourcing is involved, the demand organization manages the relationship between the business and external suppliers. The document outlines trends in outsourcing, issues companies face, and seven key building blocks for a sustainable demand organization: organization and governance, performance management, processes and roles, demand management, supply management, human resource management, and technology/IT.
HANSA Knowledge Process Outsourcing (KPO) - Corporate PresentationHansa
HANSA KPO is an integrated Shared Services arm of the HANSA Group, a renowned African based conglomerate. We deliver an array of Cost Effective & Innovative solutions in the Finance & Accounting (F&A), Supply Chain Management (SCM) & Human Resources (HRO) segments through our India based Centralized infrastructure of skilled professionals backed with cutting-edge technology solutions.
Financial Due Diligence via Operational Perspective | Co-Authors Steve Koinis...Tom Atwood
The document discusses the importance of including operating partners in the financial due diligence process for private equity deals. It argues that operating partners can help assess management's ability to achieve growth goals by linking operational capabilities to financial analysis and identifying opportunities to improve performance. The operating partner focuses on understanding revenue drivers, costs, and key metrics like cash flow in order to evaluate upside potential and post-acquisition integration plans.
Supplier Relationship Management (SRM) Research 2012-2013salleijn
Over the last twelve years that we have conducted the Supplier Relationship Management (SRM) Survey, the market for SRM has steadily grown and companies continue today to invest in these critical applications. The growth in this market is a testament to the importance of this survey.
In addition to an overview of the major players in the market, the vendor survey shares the experiences, issues and questions that we see daily as procurement professionals implementing and optimizing SRM. Within the document, our expert colleagues share their views and experiences on SRM, resulting in cutting-edge opinion that offers a unique perspective on different facets of SRM. Major themes include the Seven Strategies for Future Procurement, Procurement and Sustainability, Usability and Demand Management, Supply Chain Finance and Procurement and Innovation.
Furthermore, the reader can find vendor profiles describing the participating vendors in greater detail. The descriptions cover information related to their specialization, the total scope of their offering, their distinguishing characteristics compared to competitors, the types of solutions offered (SaaS/In-house etc.), implementations and markets targeted.
Gaining Competitive Advantage through Supplier Collaboration and Supplier Rel...TraceGains
If you have any questions or comments, please send them to connect@tracegains.com. We look forward to hearing from you.
Race to win, rather than race to the bottom!
Continued consolidation of the food supply base will lead to more powerful and assertive customers in some markets. These customers are placing increasing demand on the entire supply chain for reduced cost and higher levels of value delivery. While many companies focus on price reduction as a solution they soon realize that there is only so much supplier margin and they soon become in effective in trying to meet the increasing demands of the customer and company management. They also realize that there is a significant cost and time involved in changing and developing new suppliers.
The solution to increasing demand for value is to get business alignment across the entire supply chain. This requires value-based relationships will require substantial changes in behavior by the buyer and seller. This webinar will detail the need to establish clear processes through which buyers and suppliers interface and collaborate. The focus is on building and developing a Supplier Relationship Management (SRM) focus for your business.
Things covered in the seminar:
-How can a company build a process that delivers cost and value improvement Year on Year
Understanding the Supplier Relationship Management Process
-Identifying which suppliers are good candidates for SRM
-How to drive collaboration with suppliers
The document discusses supply chain risk management and minimizing risk exposure. It outlines various risks in the supply chain from external factors like the environment and demand as well as internal factors like processes and governance. It emphasizes the need for a risk framework that includes strategy, execution, and continuous improvement. Key aspects of risk management include risk planning, managing suppliers and inventory, and having the right competencies and performance metrics.
Demand management aims to balance customer requirements with supply chain capabilities. It reduces demand variability and improves flexibility. Key aspects of demand management include forecasting demand accurately to have the right inventory, developing contingency plans for disruptions, and smoothing operations to lower costs. Demand management also involves sensing true market shifts, stimulating demand through marketing, translating external demand internally, and making trade-offs between risk and opportunity across markets. The overall goal is meeting customer needs while maintaining efficient operations.
1) The document discusses supply chain risk management (SCRM) and outlines an approach for identifying, assessing, treating, and monitoring supply chain risks. It provides a framework for developing best practices in SCRM.
2) Effective SCRM requires identifying risks within a company's internal and external environments. A company must understand risks at different levels, such as manufacturing sites, supplier sites, and distribution systems.
3) Mapping supply chain processes helps understand potential risks and involved organizations. Risks can exist throughout the supply chain in infrastructure, utilities, processes, and personnel at suppliers, manufacturers, and customers.
The document discusses the challenges that banks face in complying with the Federal Reserve's Comprehensive Capital Analysis and Review (CCAR) and Dodd-Frank Act Stress Testing (DFAST) requirements. It notes that while stressful, following best practices like establishing robust processes, thoroughly documenting assumptions, ensuring strong governance, accurately quantifying risk, and increasing efficiency can help banks successfully navigate CCAR and DFAST. The document also highlights the importance of technology and potentially partnering with third parties to help smaller banks meet documentation and reporting mandates.
CPG-RETAIL COLLABORATION IN EMERGING MARKETSITC Infotech
Collaboration - a systematic and conscious effort between two parties in creating a positive synergy by working towards a predefined goal. In today’s business world, the term ‘Collaboration’ is gaining even more attention. This is because, none of the three bottom lines - Social, Economic & Environmental, can be achieved by any company working in isolation. In this paper, we will highlight how CPG companies and Retailers in emerging markets should work together to create a profitable, sustainable and socially acceptable business environment and in turn, try to reach Nash equilibrium for all the stakeholders.
The document discusses controlling supply chain risks. It begins by noting that when problems arise in a supply chain, many people are negatively impacted. It then lists different roles that experience the consequences, from production managers to customers. The document goes on to explain that supply chain risk controls are important to minimize disruptions, using the food industry as an example where effective information flow between all participants is necessary to manage risks. It concludes by outlining topics that will be covered, such as defining supply chain risk and differentiating between risk identification/assessment and risk control/monitoring.
Business Intelligence (BI) in Pharmaceuticals - An aid in informed decision making
Currently, the demand for BI solutions is largely driven by MNCs & large enterprises. BI solutions seem to have gained more acceptance and significance in pharma industry where time plays a pivotal role in the future of the company. The article from Modern Pharmaceuticals, reviews the importance of BI solutions to the
Indian pharma industry.
- Sanjay Mehta, CEO, MAIA Intelligence Pvt. Ltd.
Park City Group provides software-as-a-service solutions that enable retailers and suppliers to better manage their supply chains. Their platform allows for increased visibility into consumer demand and inventory levels. This collaboration improves sales and reduces out-of-stocks while lowering inventory costs. Park City Group has a recurring revenue model with a retention rate over 90% and is generating strong cash flow. Recent contract wins are driving accelerated growth. The company also provides food safety and traceability solutions through their ReposiTrak product.
'Achieving Supply Chain Excellence in the Fast Moving Consumer Goods Industry'
By Thomas Müller-Kirschbaum
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
Dominique Daniels is an interior design professional with over 20 years of experience in commercial, corporate, and residential interior design. She has expertise in project management, conceptual design, space planning, and sustainable design practices. She is self-employed as the principal of Daniels Design Associates.
The document discusses corporate treasury functions and trade finance. It outlines 10 highlights from a trade finance survey. Treasury departments are meant to reduce risks like interest rate, credit, currency, commodity, and operational risks. Trade finance describes managing money and assets for international trade transactions. The highlights include topics like centralizing the trade finance process, integrating trade finance with cash management, measuring discrepancies, mapping processes, and including trade finance data in cash flow forecasting.
The document discusses key topics related to managing supply chains, including definitions, trends, best practices, and risks. It provides definitions of supply chain management and logistics management. It outlines trends changing supply chains such as globalization, technology advances, and sustainability issues. Leading practices discussed include focusing on cash flow, visibility, and strategic supplier/customer relationships. Risks covered involve disruptions, regulatory changes, and factors within and outside a company's control.
“Industrialization” of sourcing and procurement operationsGenpact Ltd
The document discusses how procurement operations can be "industrialized" through processes like shared services and global business services (GBS) to improve efficiency and strategic capabilities. It argues that procurement is currently one of the least industrialized functions compared to others like finance and HR. Industrializing 30% of procurement activities through GBS could generate $30 million in benefits for every $1 billion in revenue. The document outlines a four-step approach to selecting an optimal target operating model and provides examples of companies that improved procurement through implementing advanced models.
William Rau has over 20 years of experience in supply chain management, purchasing, materials management, and project management across multiple industries. He has a proven track record of delivering cost savings, quality standards, and building successful teams. Most recently, he served as a Supply Chain Manager for MASCO Corporation where he improved customer satisfaction metrics and reduced order backlogs. Prior to that, he spent 7 years as the Director of Materials Management for Diplomat Specialty Pharmacy where he delivered $6 million in annual savings and reduced inventory times. He holds a Bachelor's degree in Data Processing from Ferris State University.
The document discusses effective supplier relationship management. It begins with an introduction and agenda. It then defines contract management and supplier management, explaining that supplier management covers all aspects of working with suppliers beyond specific contracts. It outlines key aspects of good supplier relationship management programs, including planning, resources, relationships, risk management, and payment. The document then provides case studies of supplier management programs at Fujitsu, Nokia, and Rexam and how they improved outcomes through segmentation, measurement, competition, and rewards. It stresses that successful programs require leadership, clear objectives, and communication.
This document discusses how to design an effective demand organization. It defines a demand organization as an intermediary between core business processes and supporting processes. When outsourcing is involved, the demand organization manages the relationship between the business and external suppliers. The document outlines trends in outsourcing, issues companies face, and seven key building blocks for a sustainable demand organization: organization and governance, performance management, processes and roles, demand management, supply management, human resource management, and technology/IT.
HANSA Knowledge Process Outsourcing (KPO) - Corporate PresentationHansa
HANSA KPO is an integrated Shared Services arm of the HANSA Group, a renowned African based conglomerate. We deliver an array of Cost Effective & Innovative solutions in the Finance & Accounting (F&A), Supply Chain Management (SCM) & Human Resources (HRO) segments through our India based Centralized infrastructure of skilled professionals backed with cutting-edge technology solutions.
Financial Due Diligence via Operational Perspective | Co-Authors Steve Koinis...Tom Atwood
The document discusses the importance of including operating partners in the financial due diligence process for private equity deals. It argues that operating partners can help assess management's ability to achieve growth goals by linking operational capabilities to financial analysis and identifying opportunities to improve performance. The operating partner focuses on understanding revenue drivers, costs, and key metrics like cash flow in order to evaluate upside potential and post-acquisition integration plans.
Supplier Relationship Management (SRM) Research 2012-2013salleijn
Over the last twelve years that we have conducted the Supplier Relationship Management (SRM) Survey, the market for SRM has steadily grown and companies continue today to invest in these critical applications. The growth in this market is a testament to the importance of this survey.
In addition to an overview of the major players in the market, the vendor survey shares the experiences, issues and questions that we see daily as procurement professionals implementing and optimizing SRM. Within the document, our expert colleagues share their views and experiences on SRM, resulting in cutting-edge opinion that offers a unique perspective on different facets of SRM. Major themes include the Seven Strategies for Future Procurement, Procurement and Sustainability, Usability and Demand Management, Supply Chain Finance and Procurement and Innovation.
Furthermore, the reader can find vendor profiles describing the participating vendors in greater detail. The descriptions cover information related to their specialization, the total scope of their offering, their distinguishing characteristics compared to competitors, the types of solutions offered (SaaS/In-house etc.), implementations and markets targeted.
Gaining Competitive Advantage through Supplier Collaboration and Supplier Rel...TraceGains
If you have any questions or comments, please send them to connect@tracegains.com. We look forward to hearing from you.
Race to win, rather than race to the bottom!
Continued consolidation of the food supply base will lead to more powerful and assertive customers in some markets. These customers are placing increasing demand on the entire supply chain for reduced cost and higher levels of value delivery. While many companies focus on price reduction as a solution they soon realize that there is only so much supplier margin and they soon become in effective in trying to meet the increasing demands of the customer and company management. They also realize that there is a significant cost and time involved in changing and developing new suppliers.
The solution to increasing demand for value is to get business alignment across the entire supply chain. This requires value-based relationships will require substantial changes in behavior by the buyer and seller. This webinar will detail the need to establish clear processes through which buyers and suppliers interface and collaborate. The focus is on building and developing a Supplier Relationship Management (SRM) focus for your business.
Things covered in the seminar:
-How can a company build a process that delivers cost and value improvement Year on Year
Understanding the Supplier Relationship Management Process
-Identifying which suppliers are good candidates for SRM
-How to drive collaboration with suppliers
The document discusses supply chain risk management and minimizing risk exposure. It outlines various risks in the supply chain from external factors like the environment and demand as well as internal factors like processes and governance. It emphasizes the need for a risk framework that includes strategy, execution, and continuous improvement. Key aspects of risk management include risk planning, managing suppliers and inventory, and having the right competencies and performance metrics.
Demand management aims to balance customer requirements with supply chain capabilities. It reduces demand variability and improves flexibility. Key aspects of demand management include forecasting demand accurately to have the right inventory, developing contingency plans for disruptions, and smoothing operations to lower costs. Demand management also involves sensing true market shifts, stimulating demand through marketing, translating external demand internally, and making trade-offs between risk and opportunity across markets. The overall goal is meeting customer needs while maintaining efficient operations.
1) The document discusses supply chain risk management (SCRM) and outlines an approach for identifying, assessing, treating, and monitoring supply chain risks. It provides a framework for developing best practices in SCRM.
2) Effective SCRM requires identifying risks within a company's internal and external environments. A company must understand risks at different levels, such as manufacturing sites, supplier sites, and distribution systems.
3) Mapping supply chain processes helps understand potential risks and involved organizations. Risks can exist throughout the supply chain in infrastructure, utilities, processes, and personnel at suppliers, manufacturers, and customers.
The document discusses the challenges that banks face in complying with the Federal Reserve's Comprehensive Capital Analysis and Review (CCAR) and Dodd-Frank Act Stress Testing (DFAST) requirements. It notes that while stressful, following best practices like establishing robust processes, thoroughly documenting assumptions, ensuring strong governance, accurately quantifying risk, and increasing efficiency can help banks successfully navigate CCAR and DFAST. The document also highlights the importance of technology and potentially partnering with third parties to help smaller banks meet documentation and reporting mandates.
CPG-RETAIL COLLABORATION IN EMERGING MARKETSITC Infotech
Collaboration - a systematic and conscious effort between two parties in creating a positive synergy by working towards a predefined goal. In today’s business world, the term ‘Collaboration’ is gaining even more attention. This is because, none of the three bottom lines - Social, Economic & Environmental, can be achieved by any company working in isolation. In this paper, we will highlight how CPG companies and Retailers in emerging markets should work together to create a profitable, sustainable and socially acceptable business environment and in turn, try to reach Nash equilibrium for all the stakeholders.
The document discusses controlling supply chain risks. It begins by noting that when problems arise in a supply chain, many people are negatively impacted. It then lists different roles that experience the consequences, from production managers to customers. The document goes on to explain that supply chain risk controls are important to minimize disruptions, using the food industry as an example where effective information flow between all participants is necessary to manage risks. It concludes by outlining topics that will be covered, such as defining supply chain risk and differentiating between risk identification/assessment and risk control/monitoring.
Business Intelligence (BI) in Pharmaceuticals - An aid in informed decision making
Currently, the demand for BI solutions is largely driven by MNCs & large enterprises. BI solutions seem to have gained more acceptance and significance in pharma industry where time plays a pivotal role in the future of the company. The article from Modern Pharmaceuticals, reviews the importance of BI solutions to the
Indian pharma industry.
- Sanjay Mehta, CEO, MAIA Intelligence Pvt. Ltd.
Park City Group provides software-as-a-service solutions that enable retailers and suppliers to better manage their supply chains. Their platform allows for increased visibility into consumer demand and inventory levels. This collaboration improves sales and reduces out-of-stocks while lowering inventory costs. Park City Group has a recurring revenue model with a retention rate over 90% and is generating strong cash flow. Recent contract wins are driving accelerated growth. The company also provides food safety and traceability solutions through their ReposiTrak product.
'Achieving Supply Chain Excellence in the Fast Moving Consumer Goods Industry'
By Thomas Müller-Kirschbaum
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
Dominique Daniels is an interior design professional with over 20 years of experience in commercial, corporate, and residential interior design. She has expertise in project management, conceptual design, space planning, and sustainable design practices. She is self-employed as the principal of Daniels Design Associates.
The document discusses corporate treasury functions and trade finance. It outlines 10 highlights from a trade finance survey. Treasury departments are meant to reduce risks like interest rate, credit, currency, commodity, and operational risks. Trade finance describes managing money and assets for international trade transactions. The highlights include topics like centralizing the trade finance process, integrating trade finance with cash management, measuring discrepancies, mapping processes, and including trade finance data in cash flow forecasting.
This document analyzes different types of foreign exchange rates including fixed, floating, and pegged rates. It discusses the pros and cons of each type of exchange rate. Fixed rates are set by central banks but can lead countries to become vulnerable to other economies. Floating rates are determined by market forces with less restrictions but companies must manage exchange rate fluctuations. Pegged rates aim to create stability but maintaining the peg can worsen financial crises, as seen in Mexico, Asia, and Russia in the 1990s. Overall, floating rates have proved more efficient in determining long-term currency value.
Dominique Daniels is an experienced interior design and project management professional with over 20 years of experience in corporate, commercial, hospitality, and residential projects both domestically and internationally. She has expertise in areas such as client relations, project management, technical specifications, budgeting, product design, and sustainable building practices. Daniels is the principal owner and designer of Daniels Design Associates, where she oversees conceptual design, space planning, project management, and more for a variety of client projects.
The document discusses Genpact's methodology for monitoring social media called STRANDS. It involves collecting social media data from various sources, refining the data through search strings and filtering, then stratifying and sampling the most relevant data according to criteria like region, social media channel, tonality, and virality. This sampled data is then formatted into customized reports for clients depending on their needs, providing insights into brand perceptions, trends, and marketing strategy effectiveness. An example is given of how STRANDS helped an insurance company efficiently monitor social media and address customer issues.
The document outlines the agenda for a three-day course on implementing and using big data to an organization's advantage. Day 1 covers an introduction to big data, how it can transform organizations, and an overview of big data platforms. Day 2 includes a panel discussion, conceptual models for analysis, and data science. Day 3 consists of participant presentations, discussions on the internet of things and future of big data, and managing privacy and governance. The course aims to help participants develop and implement big data ideas for their organizations.
Este documento habla sobre un tema sin especificar. Presenta algunos puntos brevemente pero no proporciona suficiente contexto o detalles para generar un resumen significativo en 3 oraciones o menos.
Swapnagandha Subhedar-Patwardhan is a civil engineer with over 20 years of experience in construction project management, planning, design, and execution. She is currently a senior engineer at Flagship Infrastructure Pvt Ltd, where she is responsible for billing, cost control, material reconciliation, and project auditing. Previously, she has worked as a project engineer, site engineer, lecturer, and independent practitioner. She holds a diploma in civil engineering and a bachelor's degree in civil engineering with distinction. She is proficient in AutoCAD, Primavera, and MS Office and has attended several training programs. She is seeking a position that allows her to further enhance her knowledge and capabilities.
The document discusses government bond markets in India. It provides data on yields for various government securities (GSecs) over 6 weeks. It also analyzes the trading of one GSec security (0738I15) over 3 weeks, comparing its price to the MIBOR benchmark rate. The analysis shows the security generally traded at a premium when the coupon rate exceeded MIBOR, and at a discount when the coupon was below MIBOR. However, there were some inconsistencies, such as when the price exceeded par value even when MIBOR was above the coupon.
This document discusses the merger between Kingfisher Airlines and Air Deccan in India in 2007. It provides background on both airlines and outlines the key details of the merger deal, including Kingfisher acquiring a 46% stake in Air Deccan for Rs. 968 crores. The rationale for the deal included achieving operational, infrastructure, route and investment synergies to help both airlines be profitable and expand in the growing Indian market. However, the deal also faced some constraints from regulatory authorities.
This document provides an overview of the ServiceDDS framework, which aims to integrate soft real-time systems into dynamic peer-to-peer architectures. ServiceDDS is based on standards like DDS, RTSJ, and XMPP. It uses a publish-subscribe model and allows services to be described and discovered. Topic Transformation Functions enable complex event processing. The framework also provides web access to the DDS data space through an XMPP server plugin and supports real-time requirements through latency calculation and memory management.
The paint industry in India is worth US$1400 million, with the organized sector comprising 75% of the market led by three large players - Asian Paints, Kansai Nerolac, and Berger Paints. The unorganized sector consists of around 2000 smaller manufacturers. Total annual production volume is 600,000 metric tons. Berger Paints has the highest gearing ratio and faces the highest market risk among the large organized players.
The document discusses target costing, which is a cost management tool used to reduce product costs over the entire lifecycle. It involves cross-functional teams working to design products that meet customer needs within a target cost. The document outlines the target costing process and provides an example of how target costing was applied to reduce the costs of a pump design through value engineering and component cost analysis.
Treasury departments help companies reduce risks like interest rate, credit, currency, commodity, and operational risks. Trade finance involves managing money and credit for international trade transactions. The document discusses integrating trade finance with cash management, establishing trade finance policies, measuring discrepancies in transactions, mapping trade finance processes, extending accounts payable and receivable terms using trade finance, integrating foreign exchange hedging policies, using key performance indicators to reduce document transfer times, increasing treasury influence over trade finance, and including trade finance data in cash flow forecasts. Centralizing trade finance can provide benefits like enhanced control, consistent risk policies, and leverage for better pricing from banks.
This document discusses how to deliver real business impact through analytics by taking a business process view. It recommends understanding end-to-end business processes to design analytics enablement, focusing on providing visibility, managing effectiveness, executing actions, and repeating the process. It also recommends dissecting the data-to-insight process, choosing the right operating model for a shared analytics organization, and ensuring stakeholders are aligned around an agile strategy. Taking this approach can help harness data and analytics to generate material business impact.
This 3-day executive program held in Madrid, Spain from June 27-29, 2016 provides an overview of big data and how organizations can leverage big data to their advantage. The program aims to help participants understand what big data is, how it can benefit organizations, and provide guidance on launching big data initiatives. It covers topics such as big data concepts, real-world use cases, data platforms, data privacy, and the future of big data. The program involves lectures, panel discussions, and group exercises for participants to develop their own big data implementation plans.
The Right to Information Act was enacted in 2005 to promote transparency and accountability in government. It relaxed restrictions on information disclosure that were previously imposed by laws like the Official Secrets Act. To effectively exercise rights under the Act, public awareness is important. Various institutions like educational institutions, government bodies, NGOs and the Central Information Commission have undertaken initiatives to educate the public about the Act through workshops, seminars, curriculum inclusion and awareness campaigns using materials like posters, pamphlets and advertisements. Widespread dissemination of information about the public's right to information is necessary to strengthen participatory democracy and good governance.
The Supply Chain Management has the potential to improve Company’s competitiveness. Supply chain capability is as important to a company's overall strategy as overall product strategy. It encourages management of processes across departments. By linking supply chain objectives to company strategy, decisions can be made between competing demands on the supply chain. The impact of managing overall product demand and the supply of product will impact the profitability of the company.
This document discusses the importance of supply chain metrics and analytics for managing supply chain complexity and risks. It summarizes that effective metrics and analytics can provide visibility across the supply chain and insights to drive performance improvements. The Supply Chain Operations Reference (SCOR) model is highlighted as an effective framework for standardizing metrics and enabling benchmarking. The document also provides an example of how DuPont has successfully used metrics and benchmarking based on the SCOR model to transform its supply chain and drive ongoing improvements.
Expert opinion and guidelines on supply chain for iscea ptak prizeMd Asif Imrul
Supply chain management is a highly-detailed system used by small and large organizations likely to get products to consumers, from obtaining raw materials, manufacturing and delivering the final product to the customer. A well-organized supply chain management system involves optimizing operations functionality to be fast and efficient.
We're truly honored for getting the great opportunity to serve the CSCA & CSCM participants
Financial supply chain management (FSCM) uses software tools and processes to optimize an organization's finances related to product flow. It integrates financial processes with physical supply chain operations to increase profitability and minimize expenses. FSCM allows leaders to monitor key performance indicators, industry trends, and compare results to projections. Effective FSCM coordinates activities like sourcing, production, and logistics across an enterprise and with partners to identify opportunities to benefit the organization and its customers financially.
Supply Chain Efficiency: A Blueprint for Cost Savings from Expertscapivisgroup
Supply chain efficiency plays an important role in the modern business climate for an assortment of factors, including reducing expenses, getting ahead of the competitors, and pleasing clients. Supply chain efficiency improves not just responsiveness and agility but also reductions in operational expenses.
The document provides a checklist for establishing an effective demand planning process. It outlines key steps such as customizing product forecasts, using multivariate analysis, accounting for backlogs, basing inventory decisions on forecasts, generating marketing and supply chain forecasts, continuously monitoring models, creating product-level forecasts, and comparing revenue and demand planning numbers. Taking these steps moves an organization to higher maturity in demand planning.
The document discusses the widening responsibilities of today's CFOs and how they are expected to be more involved in strategic decisions beyond just financial analysis. It also discusses the challenges CFOs face in understanding sales teams and cycles due to a lack of tools and metrics. Revenue management solutions can help overcome disparities between CFOs and sales teams by providing end-to-end visibility and management of revenue factors. This allows CFOs to better partner with sales and ensure balance between expenses and growth.
Streamline Your Supply Chain Strategy Using These 3 StepsAndrew Das
Today’s supply chains are constantly changing, and leaders are being forced to reduce costs and increase efficiencies each step of the way. With the recent spike in demand volatility due to the pandemic, supply chain leaders see a clear need to accelerate their processes and increase their agility through improved demand planning and forecasting.
The document outlines 10 key challenges to achieving excellence in Sales and Operations Planning (S&OP). The challenges include: 1) aligning S&OP decisions to business strategy; 2) ensuring business ownership of the S&OP process; 3) aligning reward systems across functions; 4) establishing standardized S&OP metrics; 5) overcoming fear of change; 6) making good cross-functional decisions; 7) tailoring S&OP scenarios to business models; 8) establishing governance over the S&OP process, data, and improvement; 9) fully integrating new product launches; and 10) effectively linking S&OP planning to execution activities.
The document discusses the need for integrated Corporate Performance Management (CPM) across organizations. It outlines the typical performance management cycle of strategy formulation, alignment and execution, measurement and analysis, and review and refinement. It argues that isolated improvements to parts of this cycle often fail and that a principles-based CPM approach is needed to bring systematic and integrated improvements. This approach focuses on best principles like comprehensive planning, disciplined execution and review, information-based decision making, integrated processes, and nimble management to increase strategy effectiveness and execution efficiency.
The role of the CFO in the power utilities sector is changing due to two factors: 1) the overall transformation of the CFO role to be more strategic, value-focused, and future-focused, and 2) the transformation of the energy sector driven by new technologies, market changes, and customer needs. As a result, the CFO's role is becoming more outward-facing, strategic, and focused on optimizing value across new and existing business activities. Key areas the CFO must focus on to address challenges from energy transformation include anticipating new technologies, restructuring asset portfolios, designing new ventures, achieving returns on prior investments, influencing policy, replacing declining revenues, measuring performance of shifting business models, attract
Organisations spend heavily on technology, people skills and consulting to understand billions of bits of data, but they still lack clear visibility and insight.....
Transforming Finance and Accounting to Optimize Financial CloseCognizant
Many firms are working to accelerate and improve the daily financial close, but are far from ready. By formalizing the F&A value chain, modernizing and strengthening their F&A platform, assessing and optimizing existing service models and heightening overall F&A governance, companies can achieve this goal, supported by a set of success factors for measuring progress and aligning transformation activities.
This document discusses an industrial engineering task undertaken by the author to analyze and improve the production process of motorcycle engines at a manufacturing plant. The author analyzed the current assembly line layout, production bottlenecks, and worker ergonomics to identify areas for improvement. Recommendations were made to redesign workstations, balance the line workload, and implement new quality control processes to enhance productivity and efficiency.
The 12 Fundamental Best Practices of Supply Chain ManagementIntalere
This article highlights the fundamental best practices of healthcare supply chain management. Intalere assists our customers in managing their entire non-labor spend, providing innovative technologies, products and services, and leveraging the best practices of a provider-led model.
The document discusses how Accenture and Workday can help CFOs achieve breakthrough speed and business value through finance transformation. It notes that CFOs now make $1B decisions weekly instead of monthly due to technology advantages. However, few CFOs leverage all the benefits of cloud technology. Accenture and Workday aim to help CFOs embrace new roles as economic guardians, architects of business value, and catalysts of digital strategy by providing a robust data model, improved controls, analytics-driven decision making, and unlocking greater value from digital investments.
“Direct” Spend Management: Optimizing spend and increasing direct material av...Genpact Ltd
In the last few years since the Great Recession, organizations have attempted to optimize supply chain operations and position themselves for growth over the next 3-5 years. This includes tapping “low-hanging fruit” in the optimization journey, largely in the indirect sourcing transactional services such as logistics. Procuring “direct” material, however, seems to be a relatively untapped opportunity for organizations to continue optimizing their supply chains. Inevitably, companies can benefit significantly more by opting for an end-to-end framework rather than through incremental improvements to direct spend management processes.
In many modern major enterprises, financial controllership functions have been just that – functional. Generally focused on managing risk, they have included technical accounting and financial reporting support, the implementation and maintenance of accounting standards, the management, simplification and improvement of processes and the guardianship of internal controls. Insightful controllership provides an entirely new way of looking at financial controllership.
Supply Chain Synchronisation For Effective Operations Planningguestae2434
The document discusses supply chain synchronization and operation planning. It describes supply chain management as planning, implementing, and controlling supply chain operations efficiently. It also outlines eight dimensions to achieve high levels of supply chain synchronization: educating people, facilitating communication and data sharing, developing a coordinated supply chain schedule, allowing for variances, informing all participants, and establishing rules for ongoing adjustment. Finally, it defines operation planning as a monthly process where executives review performance, create new plans, and establish production, demand, and other derived plans to help allocate resources cost-effectively while meeting customer needs.
Similar to the-supply-chain-the-cfo-crystal-ball (20)
Supply Chain Synchronisation For Effective Operations Planning
the-supply-chain-the-cfo-crystal-ball
1. The supply chain: The CFO’s
crystal ball
Generating SUPPLY CHAIN Impact
Whitepaper
DESIGN • TRANSFORM • RUN
Broader expectations from the role of a CFO requires finance leadership in
the organization to look beyond the traditional finance, comptrollership,
accounts processes and information flows. This is especially true as companies
increasingly rely on the CFO to shape, refine, and implement their strategic
plans. With these market realities in mind, there may be a secret weapon in the
CFO’s battle to stay ahead of globalization and a fast-evolving marketplace filled
with complexity and risk.
Data-to-Action AnalyticsSM
can help CFOs align their business processes
with targeted business outcomes by embedding industrialized analytics into
reimagined processes.
2. GENPACT | Whitepaper | 2
Today’s CFOs are faced with
dynamic challenges that require
them to possess a clear line of
sight into the dynamics of their
operating environment
CFOs today are faced with multiple challenges that
require them to look both within and outside the
organization for support to enable better business
performance:
• Managing volatility: The top challenge of CFOs
today is handling market volatility with respect
to their supply chain, which has a direct impact
on the volatility in their overall financial and
market performance.
• Navigating compliance and regulations: With
global supply chains comes the increasing
regulatory criteria that can expose a company
to significant financial and reputation risk if not
managed properly. This is especially true for
industries such as life sciences, healthcare, and
capital equipment manufacturing.
• Enabling growth, ensuring profitability:
While profitability from cost take-out and
disciplined drive for operational efficiency is a
key priority for the CFO, strategic reinvestment
decisions that can maximize revenue growth
is also an area that needs continued attention,
considering the dynamic nature of the industry.
Greater visibility into the supply
chain, coupled with insight-
generating analytics, can enable
the CFO to impact transformation
across the organization in real time
The supply chain is a key function whose
efficiency and effectiveness has significant
impact on all the challenges and responsibilities
that the CFO faces today.
• As increasing raw material supply and finished
goods demand volatility, the supply chain
directly impacts the free cash flow of the
organization, impacting financial performance
and market metrics, such as valuations.
• Ensuring timely supply chain compliance to
regulations at both the product and process
level is critical to minimizing the financial and
reputation risk carried by companies, which
directly impacts overall brand perception and
regulatory liabilities.
• Increasingly fickle and dynamic customer
demand cycles have led to the supply chain
becoming the key driver of growth and revenues,
while also having a strong say in the costs
incurred, by ensuring that the right product is
made available to customers at the right time,
reducing replacement risks and costs.
Supplychaininsightscanenable
aCFOtoimproveforecasting
results,reduceworkingcapital
requirements,andboostcashflows,
whilemitigatingriskstypicalto
globalbusinessoperations
The data gleaned from examining the supply
chain can be a primary source of information that
can help forecast a company’s revenue outlook.
Understanding what factors affect products as they
move through a supply chain, and how those factors
impact pricing, costs, compliance, and customer
satisfaction, provides a near real-time model a CFO
can use to gain a more accurate idea of market
factors affecting the company, and holds the key
to improving working capital, cash flow, and better
understanding risk. It can even predict revenue and
profitability with a far greater degree of certainty
than previously assumed.
Staying ahead of market
volatility by better forecasting of
commodity prices
With volatility a recurring characteristic of markets
currently, CFOs can overcome the challenge of
balancing inventory investment and procurement
cost by developing analytical models that scrutinize
macroeconomic factors affecting key commodities,
and provides a price driver analysis of the factors
that cause price variations. The model can also
provide fundamental analysis of the demand
3. supply gap in critical commodities and a technical
analysis of historical and current movements of
primary price and volume. This ability to factor
in variations and adjust analysis in near real time
significantly enhances the organization’s ability
to adjust to changing market conditions and seize
opportunities. The better the CFO is able to sift
through complex data sets and form a clear picture,
the better the supply chain team can forecast and
set targets that drive better results.
Enhancing cash flows and profits
through lower inventory turns
As the global foreign exchange scenario continues
to remain volatile, prudent fiscal management of
working capital has become the acute need of the
hour. Improving inventory turns is a major concern
within the supply chain and an obvious focus
for any CFO concerned with optimizing working
capital. CFOs need in-depth understanding of the
composition of their inventory investments and
the ability to transform the inventory base into its
most productive and profitable form through multi-
criteria inventory classification and optimization of
safety stock and service-level requirements.
Optimizing carrying and transaction costs by
an end-to-end value chain analysis, followed by
reviews of assigned inventory targets with the
concerned teams, followed by demand pull system
and a web-based inventory analysis tool, can
establish tighter controls and more timely and
accurate understanding of inventory levels.
Minimizing risk and volatility
through insight-driven decisions
Volatility impacts the end-to-end supply chain,
which in today’s global supply base can be quite
deep and extended. The supply chain is prone to
controllership risks because of its multiple physical
and transactional hand-offs. The CFO who clearly
understands the entire procurement and fulfillment
process and the workings of the physical supply
chain is much better positioned to understand the
cascading effect of risk. Clear insight into the drivers
of supply and demand, costs, and the end-to-end
process can enhance the CFO’s role in guiding
policies that mitigate risk and drive better results
overall. Start with a thorough financial evaluation and
peer benchmarking of the company’s supplier base.
Harnessing data requires Data-to-
Action AnalyticsSM
at scale
But for an enterprise to truly leverage value from
data, it must integrate and then operationalize
process, analytics, and technology at scale,
under an advanced organizational model, to
drive discontinuous improvements in revenue,
productivity, and competitiveness.
GENPACT | Whitepaper | 3
Run Data-to-Insight2
Apply analytics to enable real
time control, visibility and
transparency over the supply
chain process, and reduce free
cash flow requirements
Improve execution practices3
Remap supply chain processes to
facilitate the data infrastructure, and
identify governance metrics and practices
to embed intelligence into the supply chain
Simplify the design process by optimizing
and standardizing the siloed processes
Subject matter intervention to ensure
transference of best in class practices
across the organization and value chain
4 Continuous learning
Improve communication across
the value chain through
dashboards and face-to-face
interactions, that feed
information back for overall
process improvement
Revise standard operating
procedures
1 Identify target
outcome: Optimize
working capital levels to
enhance free cash flow and
valuations for the firm
Identify metrics:
Free cash flow %
Valuation metrics
EXECUTE
ACTIONS
Operate
MeasureImplement
Gather
feedback
Consolidate,
report
Analyze
2
4
Correct
strategy and
targets
Intelligent OperationsSM
to enhance visibility into core processes, and aid
decision making and transparency