Transnet aims to align its supplier development activities with South Africa's economic objectives through its Corporate Social Development Plan. It will focus on developing local tier 1 and tier 2 suppliers in related industries to increase employment, skills development, and black economic empowerment. By using its sphere of influence over large original equipment manufacturers, Transnet can help direct more spending to local supplier development and job creation. This shared vision between Transnet's objectives and those of the South African government will promote inclusive economic growth.
Valerie Bonebrake from Tompkins Associates; Outsourcing Logistics Success: A ...eyefortransport
The document discusses strategies for achieving success with logistics outsourcing. It outlines objectives like examining outsourcing best practices and ways to improve relationships with providers. It emphasizes managing performance expectations through metrics and incentives. Good governance practices are key, like aligning expectations and agreeing on clear KPIs in contracts. Building trust and communication are also important for strategic outsourcing success.
EEI Conference presentation by C. John Wilder, Chief Executive Officer of EEI.
The presentation outlines TXU's long-term objectives of meeting growing Texas power demand through 9GW of new generation, maintaining residential market share, and building 10GW of generation in other US markets. It also discusses TXU's business units that compete across generation, wholesale, retail, and transmission/distribution. Finally, it summarizes TXU Power's mission to be a leading originator and constructor of baseload generation through developing a steady pipeline of opportunities and proprietary construction methods.
Chapter3 Structuring A Ppp (Sector Diagnostic & Road Map)Gowri Sundaresan
The document discusses structuring public-private partnerships (PPPs) through a sector diagnostic and road map. It states that a successful PPP requires:
1) A contract defining roles and responsibilities
2) Sensible risk-sharing between public and private partners
3) Financial rewards for the private party tied to outputs
It also stresses the importance of a sector diagnostic to realistically assess constraints in areas like technical issues, legal/regulatory frameworks, institutions, and finances. This diagnostic informs a sector reform strategy and sequence of PPP activities. The diagnostic process typically takes 1-3 years and requires stakeholder consultation and a government champion.
TXU proposed building 9 GW of new generation capacity in Texas to meet growing demand. They reviewed various generation technologies including wind, gas, supercritical coal (SCPC), and integrated gasification combined cycle (IGCC). SCPC was identified as the optimal near-term solution due to its competitive cost and reliability advantages over other technologies. While wind and gas will also be part of the solution, significant cost reductions and technological breakthroughs are still needed for nuclear and IGCC to become competitive long-term options in the next 10-15 years. TXU aims to leverage its construction expertise and experience to build out its generation portfolio in an efficient and environmentally responsible manner.
Business Intelligence and Analytics: A Command and Control Center for Supply ...marcus evans Network
Thomas L. Dadmun, ADTRAN - Speaker at the marcus evans Manufacturing COO Summit, held in Las Vegas, NV, delivered his presentation entitled Business Intelligence and Analytics: A Command and Control Center for Supply Chain Excellence
Nasscom vision about IT and BPO India-LatamFabio Aguiar
The Indian IT-BPO industry grew 5.5% in FY2010 despite a global economic slowdown. It accounts for 25% of India's exports and 10.5% of services revenues. The industry employs nearly 2.3 million professionals and added 90,000 jobs in FY2010. North America remains the dominant market, accounting for 61% of exports. The banking, financial services, and insurance sector saw significant growth in demand. India continues to be the most cost-effective location for IT-BPO services compared to other global destinations.
Moving from a Push-Based, Manufacturing Centric Supply Chain to a Pull Based, Demand-Driven Model
By Matt Tichon & Guillermo Fumero
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.
En un momento en que los presupuestos de IT están congelados o incluso en plena reducción, plantearse la utilización los procesos de Transición y de Gestión de Problemas para asegurar una reducción de los costes operativos es de vital importancia para facilitar la supervivencia de las compañías en la Post-Crisis
Valerie Bonebrake from Tompkins Associates; Outsourcing Logistics Success: A ...eyefortransport
The document discusses strategies for achieving success with logistics outsourcing. It outlines objectives like examining outsourcing best practices and ways to improve relationships with providers. It emphasizes managing performance expectations through metrics and incentives. Good governance practices are key, like aligning expectations and agreeing on clear KPIs in contracts. Building trust and communication are also important for strategic outsourcing success.
EEI Conference presentation by C. John Wilder, Chief Executive Officer of EEI.
The presentation outlines TXU's long-term objectives of meeting growing Texas power demand through 9GW of new generation, maintaining residential market share, and building 10GW of generation in other US markets. It also discusses TXU's business units that compete across generation, wholesale, retail, and transmission/distribution. Finally, it summarizes TXU Power's mission to be a leading originator and constructor of baseload generation through developing a steady pipeline of opportunities and proprietary construction methods.
Chapter3 Structuring A Ppp (Sector Diagnostic & Road Map)Gowri Sundaresan
The document discusses structuring public-private partnerships (PPPs) through a sector diagnostic and road map. It states that a successful PPP requires:
1) A contract defining roles and responsibilities
2) Sensible risk-sharing between public and private partners
3) Financial rewards for the private party tied to outputs
It also stresses the importance of a sector diagnostic to realistically assess constraints in areas like technical issues, legal/regulatory frameworks, institutions, and finances. This diagnostic informs a sector reform strategy and sequence of PPP activities. The diagnostic process typically takes 1-3 years and requires stakeholder consultation and a government champion.
TXU proposed building 9 GW of new generation capacity in Texas to meet growing demand. They reviewed various generation technologies including wind, gas, supercritical coal (SCPC), and integrated gasification combined cycle (IGCC). SCPC was identified as the optimal near-term solution due to its competitive cost and reliability advantages over other technologies. While wind and gas will also be part of the solution, significant cost reductions and technological breakthroughs are still needed for nuclear and IGCC to become competitive long-term options in the next 10-15 years. TXU aims to leverage its construction expertise and experience to build out its generation portfolio in an efficient and environmentally responsible manner.
Business Intelligence and Analytics: A Command and Control Center for Supply ...marcus evans Network
Thomas L. Dadmun, ADTRAN - Speaker at the marcus evans Manufacturing COO Summit, held in Las Vegas, NV, delivered his presentation entitled Business Intelligence and Analytics: A Command and Control Center for Supply Chain Excellence
Nasscom vision about IT and BPO India-LatamFabio Aguiar
The Indian IT-BPO industry grew 5.5% in FY2010 despite a global economic slowdown. It accounts for 25% of India's exports and 10.5% of services revenues. The industry employs nearly 2.3 million professionals and added 90,000 jobs in FY2010. North America remains the dominant market, accounting for 61% of exports. The banking, financial services, and insurance sector saw significant growth in demand. India continues to be the most cost-effective location for IT-BPO services compared to other global destinations.
Moving from a Push-Based, Manufacturing Centric Supply Chain to a Pull Based, Demand-Driven Model
By Matt Tichon & Guillermo Fumero
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.
En un momento en que los presupuestos de IT están congelados o incluso en plena reducción, plantearse la utilización los procesos de Transición y de Gestión de Problemas para asegurar una reducción de los costes operativos es de vital importancia para facilitar la supervivencia de las compañías en la Post-Crisis
The document provides an overview of the International Financial Reporting Standards (IFRS) Taxonomy, which is an XBRL representation of IFRS that allows financial information to be automatically accessed, extracted, and processed. The IFRS Foundation launched the IFRS XBRL initiative in 2001 to develop the IFRS Taxonomy and improve access to financial information. The IFRS Foundation XBRL Team maintains the IFRS Taxonomy and works with the IASB and two external committees to achieve consistent adoption of IFRS through XBRL.
This document discusses two methods for reducing operating expenses in existing buildings: 1) Building an energy efficient building from the start. 2) Installing energy performance measures, analyzing performance reports, and implementing energy conservation measures (ECM) like replacing equipment. ECMs can help lower energy costs for tenants and make properties more competitive. Conducting energy audits identifies issues and helps allocate funds to small capital improvements that boost efficiency. Regular monitoring of building energy use allows addressing inefficiencies in real-time. Both methods can strengthen profitability but retrofitting is often less costly and faster than new construction.
Preview Deck | Impending Contract RenewalsEverest Group
In June 2012, Everest Group released a flagship report titled "Impending Contract Renewals - Back to the Future." The report covers in extensive details trends around outsourcing contracts that are reaching end of term during the period between April 2012 and September 2013. Analyses performed include industry, geography and service provider category trends.
Xylem provides concise financial projections and targets for 2015 and beyond at a capital markets conference:
- Projected 2015 revenues of $4.5-5 billion and operating margin of 14.5-15.5%
- Target of 8-17% EPS growth in 2012 and long-term targeted annual revenue growth of 4-6% through organic and acquisition growth
- Goals of emerging markets contributing over 20% of revenues and continued operational improvements expanding margins 50-75 basis points annually
- Financial discipline aimed at nearly 100% free cash flow conversion to fund organic and acquisition growth and return value to shareholders
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Solution
Compal Communications shares fell due to concerns over HP discontinuing its WebOS hardware business. However, the analyst believes this exaggerates the impact on Compal since it has limited exposure to HP/WebOS and has reallocated resources to other projects like Windows Phone.
The analyst reiterates a Buy rating based on Compal's opportunity as the sole ODM partner for Nokia's Windows Phone smartphones. Near-term catalysts include expected sales increases in August-December as new models launch. Upside to the 12-month price target of NT$50 is based on turnaround potential from Nokia's Windows Phone platform.
Risks include market acceptance of Nokia's Windows Phone strategy and outsourcing approach.
This proposal outlines a job creation strategy focused on incentivizing private sector investment in targeted industries aligned with Vermont's brand. The critical success factors include working within Vermont's existing financial framework to facilitate private business growth through tax incentives, and establishing collaboration between public and private organizations. The proposal targets high-tech manufacturing, software, clean tech, craft food manufacturing, and call centers. Essential collaborators include a program manager, local universities, public agencies, private industry, and early-stage investors. Their roles would be to market Vermont, support industry-focused education, align resources, recruit participation, and provide funding and incentives. The goal is to define the program, announce it, and leverage partnerships to attract fabless chip
The document summarizes Carlsberg's process of renegotiating and partly retendering its European IT outsourcing agreement. Key points include:
- Carlsberg was not realizing the expected benefits from outsourcing and faced quality issues, triggering a renegotiation.
- The process involved benchmarking, two phases of price negotiations, expanding the scope to include acquisitions, and considering multi-sourcing.
- The new agreement extended the term, expanded scope to the Business Standardization Program, and provided more transparency and better defined pricing to the benefit of both parties. Carlsberg obtained better prices.
1. Demographic changes, especially the aging of America and growth of ethnic markets, were seen as the most significant industry trends according to survey respondents.
2. Work site and bank sales channels were also viewed as opportunities for growth.
3. Translating strategy into effective expense management and technology use remains a challenge for some companies, despite most having clear strategic visions.
The document summarizes the value-at-stake estimates and priorities for the partnership between Prudential and SCB across 5 Asian markets. Specifically for Hong Kong:
- It remains the most significant market, forecast to contribute 52% of total premiums by 2006, though with slower growth of 11% annually
- Growth will come from expanding mobile channels and new life and pension products
- Penetration of Prudential products is forecast to increase from 15% to 22% of SCB's customer base in Hong Kong by 2006
The document provides strategies to address challenges and maximize opportunities for iRobot's revenue streams. It summarizes 3 growth strategies - i-home to optimize the US consumer market, i-globe to sell robots globally, and i-shine to enter new strategic markets. It also outlines initiatives for talent management, supply chain optimization, and increasing US market share to strengthen iRobot's position.
While enterprises pursued Finance transformation due to different catalysts like growth, crisis, or new leadership, they generally aimed to improve strategic goals like transparency and operational goals like efficiency. Most started with technology simplification and process commonality, though all ultimately leveraged people, processes, technology, analytics and operating models. Success required commitment across the organization as well as relentless execution over many years.
Kirkpatrick & Associates helps align end user needs with outsourced service provider capabilities through facilitated workshops. These workshops explore questions like geographic coverage, specialty vs. proprietary skills, and risk sharing to develop win-win service arrangements. Steve Sussman, an experienced consultant, facilitates the workshops using his background managing outsourced services and conducting over 25 workshops on topics like project management and process plant startups. The workshops produce action plans to implement recommendations for improved alignment.
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement techniques within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning executive leadership around delivering that vision.
Chelan PUD commissioners heard a recommendation on March 18, 2013, for changes to PUD water and sewer rates that will continue the move to sustainable, stable finances for those utility services.
IOW NHS Trust Building Controls ProposalKieronRyan
The document is a proposal from ROES (Ryan Outsource Engineering Services) to provide services for Isle of Wight NHS Trust's BMS refit project at St. Mary's Hospital. ROES would develop the engineering proposal documentation, manage the tender process, and offer project delivery management. Their experience with BMS design, engineering and delivery over 25 years would help meet the Trust's needs. Key deliverables would include a proposal incorporating best practices and a risk management framework. Fees are estimated at £24,609 excluding VAT to develop the core proposal over 30 man days and manage compliance statements with subcontractors for an additional 10 man days.
This technical proposal from Rivera, Sierra & Company outlines their approach to providing technical assistance to Healthy Start grantees to help them address domestic violence. It describes the purpose of the Healthy Start program and the correlation between domestic violence and adverse pregnancy and infant outcomes. The proposal discusses the types of domestic violence and its negative impacts on children's behavioral, cognitive, and long-term development. It proposes screening and assessment tools and training to help Healthy Start sites identify and support clients experiencing domestic violence, with a focus on cultural competence.
Multi-Link Presentation for ZipLink SeriesScott Shelton
The ZipLink is a wireless phone line and Ethernet extender that can provide connectivity for phones and internet up to one mile without the need for trenching. It uses a 5.8GHz encrypted radio signal in an outdoor enclosure to connect remote structures to the main office. The ZipLink avoids the high costs and delays of trenching and can support applications like security, monitoring, VoIP phones and more for businesses, utilities, and temporary job sites. It provides a fast and affordable alternative to traditional wiring methods.
Technical Proposal Baggage Reclaim System JIAPSaad ul Hasnain
This document provides technical specifications for replacing the baggage reclaim system at Jinnah International Airport in Karachi, Pakistan. It describes the current condition of the arrival belts for both international and domestic flights. The existing system from 1992 is at the end of its useful life due to continuous use and outdated design. It suffers from issues like high friction, worn parts, inaccurate tracking, lack of automation and remote monitoring. The proposal is to replace the entire baggage reclaim system with a new tilted-belt design meeting modern codes and standards, improving efficiency, reliability and passenger experience.
The document provides an overview of the International Financial Reporting Standards (IFRS) Taxonomy, which is an XBRL representation of IFRS that allows financial information to be automatically accessed, extracted, and processed. The IFRS Foundation launched the IFRS XBRL initiative in 2001 to develop the IFRS Taxonomy and improve access to financial information. The IFRS Foundation XBRL Team maintains the IFRS Taxonomy and works with the IASB and two external committees to achieve consistent adoption of IFRS through XBRL.
This document discusses two methods for reducing operating expenses in existing buildings: 1) Building an energy efficient building from the start. 2) Installing energy performance measures, analyzing performance reports, and implementing energy conservation measures (ECM) like replacing equipment. ECMs can help lower energy costs for tenants and make properties more competitive. Conducting energy audits identifies issues and helps allocate funds to small capital improvements that boost efficiency. Regular monitoring of building energy use allows addressing inefficiencies in real-time. Both methods can strengthen profitability but retrofitting is often less costly and faster than new construction.
Preview Deck | Impending Contract RenewalsEverest Group
In June 2012, Everest Group released a flagship report titled "Impending Contract Renewals - Back to the Future." The report covers in extensive details trends around outsourcing contracts that are reaching end of term during the period between April 2012 and September 2013. Analyses performed include industry, geography and service provider category trends.
Xylem provides concise financial projections and targets for 2015 and beyond at a capital markets conference:
- Projected 2015 revenues of $4.5-5 billion and operating margin of 14.5-15.5%
- Target of 8-17% EPS growth in 2012 and long-term targeted annual revenue growth of 4-6% through organic and acquisition growth
- Goals of emerging markets contributing over 20% of revenues and continued operational improvements expanding margins 50-75 basis points annually
- Financial discipline aimed at nearly 100% free cash flow conversion to fund organic and acquisition growth and return value to shareholders
Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
Solution Architect: Supplier DE
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Solution Architect: Supplier DE
Solution
Compal Communications shares fell due to concerns over HP discontinuing its WebOS hardware business. However, the analyst believes this exaggerates the impact on Compal since it has limited exposure to HP/WebOS and has reallocated resources to other projects like Windows Phone.
The analyst reiterates a Buy rating based on Compal's opportunity as the sole ODM partner for Nokia's Windows Phone smartphones. Near-term catalysts include expected sales increases in August-December as new models launch. Upside to the 12-month price target of NT$50 is based on turnaround potential from Nokia's Windows Phone platform.
Risks include market acceptance of Nokia's Windows Phone strategy and outsourcing approach.
This proposal outlines a job creation strategy focused on incentivizing private sector investment in targeted industries aligned with Vermont's brand. The critical success factors include working within Vermont's existing financial framework to facilitate private business growth through tax incentives, and establishing collaboration between public and private organizations. The proposal targets high-tech manufacturing, software, clean tech, craft food manufacturing, and call centers. Essential collaborators include a program manager, local universities, public agencies, private industry, and early-stage investors. Their roles would be to market Vermont, support industry-focused education, align resources, recruit participation, and provide funding and incentives. The goal is to define the program, announce it, and leverage partnerships to attract fabless chip
The document summarizes Carlsberg's process of renegotiating and partly retendering its European IT outsourcing agreement. Key points include:
- Carlsberg was not realizing the expected benefits from outsourcing and faced quality issues, triggering a renegotiation.
- The process involved benchmarking, two phases of price negotiations, expanding the scope to include acquisitions, and considering multi-sourcing.
- The new agreement extended the term, expanded scope to the Business Standardization Program, and provided more transparency and better defined pricing to the benefit of both parties. Carlsberg obtained better prices.
1. Demographic changes, especially the aging of America and growth of ethnic markets, were seen as the most significant industry trends according to survey respondents.
2. Work site and bank sales channels were also viewed as opportunities for growth.
3. Translating strategy into effective expense management and technology use remains a challenge for some companies, despite most having clear strategic visions.
The document summarizes the value-at-stake estimates and priorities for the partnership between Prudential and SCB across 5 Asian markets. Specifically for Hong Kong:
- It remains the most significant market, forecast to contribute 52% of total premiums by 2006, though with slower growth of 11% annually
- Growth will come from expanding mobile channels and new life and pension products
- Penetration of Prudential products is forecast to increase from 15% to 22% of SCB's customer base in Hong Kong by 2006
The document provides strategies to address challenges and maximize opportunities for iRobot's revenue streams. It summarizes 3 growth strategies - i-home to optimize the US consumer market, i-globe to sell robots globally, and i-shine to enter new strategic markets. It also outlines initiatives for talent management, supply chain optimization, and increasing US market share to strengthen iRobot's position.
While enterprises pursued Finance transformation due to different catalysts like growth, crisis, or new leadership, they generally aimed to improve strategic goals like transparency and operational goals like efficiency. Most started with technology simplification and process commonality, though all ultimately leveraged people, processes, technology, analytics and operating models. Success required commitment across the organization as well as relentless execution over many years.
Kirkpatrick & Associates helps align end user needs with outsourced service provider capabilities through facilitated workshops. These workshops explore questions like geographic coverage, specialty vs. proprietary skills, and risk sharing to develop win-win service arrangements. Steve Sussman, an experienced consultant, facilitates the workshops using his background managing outsourced services and conducting over 25 workshops on topics like project management and process plant startups. The workshops produce action plans to implement recommendations for improved alignment.
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement techniques within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning executive leadership around delivering that vision.
Chelan PUD commissioners heard a recommendation on March 18, 2013, for changes to PUD water and sewer rates that will continue the move to sustainable, stable finances for those utility services.
IOW NHS Trust Building Controls ProposalKieronRyan
The document is a proposal from ROES (Ryan Outsource Engineering Services) to provide services for Isle of Wight NHS Trust's BMS refit project at St. Mary's Hospital. ROES would develop the engineering proposal documentation, manage the tender process, and offer project delivery management. Their experience with BMS design, engineering and delivery over 25 years would help meet the Trust's needs. Key deliverables would include a proposal incorporating best practices and a risk management framework. Fees are estimated at £24,609 excluding VAT to develop the core proposal over 30 man days and manage compliance statements with subcontractors for an additional 10 man days.
This technical proposal from Rivera, Sierra & Company outlines their approach to providing technical assistance to Healthy Start grantees to help them address domestic violence. It describes the purpose of the Healthy Start program and the correlation between domestic violence and adverse pregnancy and infant outcomes. The proposal discusses the types of domestic violence and its negative impacts on children's behavioral, cognitive, and long-term development. It proposes screening and assessment tools and training to help Healthy Start sites identify and support clients experiencing domestic violence, with a focus on cultural competence.
Multi-Link Presentation for ZipLink SeriesScott Shelton
The ZipLink is a wireless phone line and Ethernet extender that can provide connectivity for phones and internet up to one mile without the need for trenching. It uses a 5.8GHz encrypted radio signal in an outdoor enclosure to connect remote structures to the main office. The ZipLink avoids the high costs and delays of trenching and can support applications like security, monitoring, VoIP phones and more for businesses, utilities, and temporary job sites. It provides a fast and affordable alternative to traditional wiring methods.
Technical Proposal Baggage Reclaim System JIAPSaad ul Hasnain
This document provides technical specifications for replacing the baggage reclaim system at Jinnah International Airport in Karachi, Pakistan. It describes the current condition of the arrival belts for both international and domestic flights. The existing system from 1992 is at the end of its useful life due to continuous use and outdated design. It suffers from issues like high friction, worn parts, inaccurate tracking, lack of automation and remote monitoring. The proposal is to replace the entire baggage reclaim system with a new tilted-belt design meeting modern codes and standards, improving efficiency, reliability and passenger experience.
This is the presentation that I used at the research report before graduating in New Zealand. This discussed about how tourism affect GDP rate both in New Zealand and the Philippines.
WOG Group is an international engineering and construction firm specializing in water and wastewater treatment. It has experienced rapid growth with annual turnover increasing 33% on average. The company provides end-to-end solutions for water, environment, and oil and gas projects through its in-house capabilities in design, engineering, procurement, construction, and operations. WOG has a presence across the US, India, Southeast Asia, and other global locations and has designed over 1,000 water treatment plants worldwide.
This document outlines two design concepts, Imagespark and BUMP, for a Volkswagen website redesign. It provides timelines for the project from initial presentations in early April through a full launch at the end of May. Finally, it compares the projected budgets for the two design concepts and for oversight by the agency DDB, ranging from 379,000 rubles for DDB to over 2 million rubles for BUMP.
A non-profit organization wanted to submit a tender to provide housing for people with disabilities, but lacked experience building and managing such a facility. The consultant identified weaknesses and addressed them by having the organization secure land, plan facilities for both physical and mental disabilities, and hire an experienced manager. These strategies made the proposal stand out, and it was selected without needing a second round of review. The consultant's strategic approach helped maximize their client's chances of tender success.
Pall Corporation provides filtration and separation solutions for mine water treatment. They have global offices and can provide membrane technologies, process reviews, and services specifically designed to meet mining customer objectives and environmental regulations. Pall has over 50 years of experience in water treatment and uses innovative filtration solutions to help mines treat incoming and discharge water to allow water reuse and meet discharge requirements.
Contract reviews are required by ISO 9001 and involve reviewing proposals and contracts in multiple stages. The stages include reviewing proposals before submission to customers and reviewing contracts before signing. The objectives are to ensure customer requirements are clarified, risks are identified, and no unclarified issues remain. Contract reviews should be implemented based on factors like a project's magnitude, complexity, and organizational complexity. Major proposals may require appointing a review team leader and scheduling reviews to manage workload and responsibilities. Internal projects also require reviews to define requirements, estimates, timelines, and manage risks.
The document provides an executive summary and proposal for architectural and engineering design services for the Municipality of Jeddah Food Testing Laboratories project in Saudi Arabia. It includes details of the firm's qualifications and experience, understanding of project requirements, proposed approach and methodology, and management of the project. The proposal emphasizes close collaboration with the client, a clear organizational structure, integrated design and quality control, and management of risks and schedules to deliver the project on time and on budget.
This resume summarizes Navneet Nayar's professional experience in sales and business development for water treatment equipment and projects over the past 14 years. He has worked for several companies developing markets, pursuing leads, and securing contracts for water treatment equipment and systems in India, with a focus on large power and municipal projects. His experience includes managing sales, developing customer relationships, analyzing technical requirements, and negotiating contracts.
The document presents the Aqua Swift Solutions technical proposal. It introduces the twin problems of flooding and water scarcity in Africa and outlines a solution called the Aqua Swift Solution. The solution involves a pump called the Super Power Pump that requires no electricity or fuel to operate. It then details the four parts of the Aqua Swift Solution - water sourcing, pumping, treatment and storage, and supply. These parts involve using rubber dams and a hydraulic elevator dam to source water, the Super Power Pump to pump water without electricity, treatment processes, storage, and distribution of water. The proposal aims to solve flooding while providing year-round water supply using this zero-cost pump.
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Nasce mais um dia
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Por um outro alguém
Sei, eu sei
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Hoje eu sei, eu sei
Viver por outro alguém
É bem viver
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Te amar é bem viver
É viver, é viver, é viver
This cover letter is submitting a proposal in response to a tender project for constructing a sample house on Lot 123 in Petaling Jaya, Selangor by June 7th, 2016. The letter references the company's understanding of the equipment and machinery needed after studying the tender. It also highlights the company's past successes in the construction industry over the last three years in executing projects for large corporations like Gamuda Berhad and Sunway Property.
The document provides a public relations proposal for the Encina Wastewater Authority (EWA) to promote its new Advanced Water Treatment plant. It includes a situational analysis of EWA's history and competitors, as well as internal and external factors. The proposal defines key publics, outlines formative research, and provides goals, messaging strategies and a budget for the PR campaign. It concludes with recommendations to increase support for EWA's efforts to recycle wastewater into drinking water.
biological treatment i activated sludge processManish Goyal
The activated sludge process uses microorganisms to biologically treat wastewater. Wastewater enters an aeration tank where microbes consume organic matter, producing new cells and reducing biochemical oxygen demand. Mixed liquor flows to a clarifier where microbes are separated from treated water; some microbes are recycled to the aeration tank while excess sludge is wasted. The process reduces organic matter through microbial growth and substrate utilization under aerobic conditions.
Water and Wastewater: Challenges & Opportunities in the Mining IndustryAECOM
By 2014, mine operators around the world will be investing more than US$13-billion in water-related infrastructure, according to Global Water Intelligence. AECOM’s Till Freihammer examines what this means for the industry in terms of emerging opportunities and challenges. The presentation was first delivered at the 2nd Annual Water Management for Mining Summit in Toronto, Canada, on May 10, 2013.
A Marketing proposal submitted as part of a national competition for Charity:Water. I did the design and layout, as well as the market analysis and research.
India has built strong international credibility in the BPO market and this has paved the way for many international firms to explore other outsourcing opportunities. The KPO or Knowledge Process Outsourcing goes beyond outsourcing standard routine business processes to those involving high end value added tasks in which execution depends on skill, expertise, domain knowledge and experience of the experts handling the tasks.
This presentation briefly summarizes how India is poised to take on this next wave of outsourcing i.e the KPO business.
The document is a confidential report from McKinsey & Company on achieving sustainable and inclusive growth through global sourcing of services. It discusses perspectives on the IT/BPO offshore outsourcing industry, how the industry has transformed India, and provides concluding remarks. Key points include: the IT/BPO industry has significant latent demand and adoption is expected to accelerate; India leads with 65% and 46% market shares in IT and BPO respectively; the industry has potential to contribute 12-15% to India's GDP and create over 10 million jobs by 2010; it has improved higher education, employment opportunities, and quality of life in India.
Randstad Technologies IT Salary Survey 2011fidelshelly
The document is an IT salary survey from Randstad Technologies that provides average salary ranges for various IT roles in London. It gives salary ranges for both permanent positions and contract daily rates. The roles covered include developers working with technologies like .NET, C#, Oracle, and SharePoint. It also provides salaries for managers overseeing development. Randstad predicts improvements in the UK IT market in 2011, with growth in mobile computing, cloud, and IT security skills in demand.
The document discusses how the Finance function can deliver value to businesses by identifying opportunities for value creation, operating efficiently and effectively, and managing business performance. It advocates using a robust framework to identify weaknesses in the Finance function and opportunities for improvement. This would involve taking a holistic view of the entire Finance operating model, including its processes, structure, and how it is performing. The document also discusses redesigning the Finance operating model to balance priorities like helping implement business strategy while reducing costs. This involves choices around components like the organization structure, processes, performance measurement, and technology.
1. The A&D business has contributed over $1 billion in bookings and gained over 200 major new clients. It is recognized as a key innovation within the Group.
2. A&D industrialized the traditional consulting phase and considered consulting as an investment by creating business cases. It provided large-scale mobilization embedded with analysis tools and fast-trained consultants to work as business partners.
3. To continuously reinvent itself, A&D is evolving to focus on offerings, content, capabilities, value, efficiency, and partnership-driven approaches to adapt to clients' more mature and specific needs in a changing environment with new competencies and offerings.
The document proposes solutions to help Panacea become an innovative, service-driven economy through four initiatives: Innovate, Invest, Integrate, and Improve. Key proposals include establishing special economic zones for services, an innovation platform, a stock exchange for SMEs, standardized approvals, a central agency, public crowdfunding, and university cities. The solutions aim to foster innovation, improve funding access, reduce red tape, and enhance human capital development. An impact assessment estimates the proposals could create $183 billion in economic value and positively impact business creation, education levels, and research and development.
1) Fidelity National Information Services presented an investor presentation in June 2008 that discussed their planned spin-off of the Lender Processing Services segment. The spin-off was intended to create two pure play companies that could better focus resources and have improved investment profiles.
2) FIS overview highlighted their leadership in payments processing and core banking software, with $2.9 billion in annual revenues and significant scale across the US and international markets.
3) Financial highlights showed strong revenue growth, expanding margins, and increasing free cash flow that could be used to invest in growth, reduce debt, pursue acquisitions and return capital to shareholders.
Market Research Report : ICT Adoption in Manufacturing Sector India 2011Netscribes, Inc.
For the complete report, get in touch with us at : info@netscribes.com
Need for maintenance of global standards is stimulating ICT adoption in manufacturing sector, finds Netscribes
The document discusses preparing students for future careers. It provides an overview of Sify, an Indian IT company, including its services and role in skill development through its Skillpedia knowledge sharing portal. It also discusses India's employment outlook with IT and BPO industries expected to add over 230,000 jobs in 2012. The focus is shifting to domestic markets in India's tier 2 and 3 cities to leverage local talent and reduce costs. Expected trends include a shift from degrees to certifications, resume formats changing to include social profiles, and a focus on competencies over traditional job descriptions.
Market Research Report : Facilities management services market in india 2013 ...Netscribes, Inc.
For the complete report, get in touch with us at : info@netscribes.com
ndiawoke up to facilities management services when companies started outsourcing their non-core activities to different vendors. Non-core services would refer to activities in the likes of cleaning, maintenance, house keeping, electrical and plumbing and other multifarious issues. Biggies would generally outsource these activities to vendors as an initiative for cost cutting move. Facilities management comprises a wide range of services that are common to all organizations. Presently, facilities management has widened its reach to every infrastructural facility that requires maintenance including shopping malls, airports, hospitals, hotels, metro rail and others. With the passage of time facilities management is expected to experience robust growth riding on the infrastructural developments in the country.
The report begins with a snapshot of macro-economic indicators inIndia. It proceeds towards giving a brief introduction to the term facilities management and its definition. It also provides with the categorization of the broad types of services in facilities management along with a break-up of the same inIndia. The introduction section ends with an overview of the diverse applications of facilities management services. This section gets followed with an overview section which throws light on both the global as well as the Indian market for facilities management services. The Indian market is overview is tagged with a brief description of the market along with its market size and its growth rate. This is followed with a geographic distribution and a supply chain that makes up the sector. The cost break-up helps to analyze the different heads that are counted when end product (service in this case) is finally rendered.
ItSMF 23 November 2012 - GREENCLOUDS - Cloud Service BrokerageGreenclouds
The document discusses the role of a cloud service broker in business innovation. It describes how a cloud service broker can help organizations transition to the cloud by acting as an intermediary between internal business units and external cloud providers. The broker provides strategic value by integrating multiple cloud services, providing control and compliance, and helping business units access new products faster. It outlines a six-step service delivery model for cloud service brokers to provide services to business units. Finally, it discusses how cloud service brokers can help organizations innovate by managing products in addition to services through predictive analytics and social tools.
The government has published a cloud computing strategy that outlines the kinds of cloud services that could be offered and how a government cloud platform might work. The strategy recommends limited use of private cloud, use of public cloud subject to criteria, and use of community cloud where public cloud is not suitable. However, the strategy is missing some key details like a cloud store, readiness criteria, a framework for public vs community cloud assessment, and details on service provisioning and data management.
SP-AusNet was facing challenges with managing their large collection of documents and content across multiple systems. This made it difficult to find information, onboard employees, and manage projects efficiently. They implemented an Enterprise Content Management system using Microsoft SharePoint to address these issues by centralizing their content, improving search capabilities, and automating workflows and approval processes. This allowed them to reduce costs, improve collaboration both internally and with external partners, and make critical information more accessible.
Over the last decade, the UK broadcasting industry remained relatively stable, with overall revenues driven primarily by growth in subscription services. Advertising revenues declined due to economic factors and lower TV airtime prices. Transactional revenues from DVDs were flat as higher initial sales were offset by lower prices and volumes over time. The BBC's funding from license fees increased due to rate hikes but made up a smaller portion of overall revenues as subscriptions grew.
The outlook for the global outsourcing market in 2010 is one of slow recovery following the impacts of the recession in 2009:
1) Q1 2010 saw a 25% increase in contract value year-over-year, driven largely by renewals and restructurings of existing contracts.
2) Cost reduction remains a key priority for clients, benefiting Indian service providers competing on price.
3) BPO demand is shifting to smaller, shorter-term specialized projects replacing large transformational deals.
4) The European market, particularly in the UK, faces economic uncertainty that may dampen overall industry growth.
5) Cloud computing and industry-specific BPO solutions show strong adoption signals
This document summarizes the key points from Sanjeev Bhagowalia's presentation on transforming Hawaii's state government IT and information resource management (IRM). It discusses conducting an assessment that found aging technology and processes, resource shortages, and disconnected efforts across departments. The presentation recommends focusing first on 4 areas: enterprise focus, governance, reengineering business processes, and strengthening technical infrastructure. It identifies candidates for early cross-cutting enterprise solutions and lays out a notional transformation framework and schedule. The goal is providing access to the right information securely and reliably across the state.
Accenture plans to expand into the Russian management consulting market. Key aspects of the strategy include:
1) Entering oil/gas and financial services industries initially due to their attractiveness and ability to utilize Accenture's strengths.
2) Developing practices gradually based on demand from entered industries.
3) Building relationships initially with offices of Accenture's international partners in Russia and conducting active sales.
4) Differentiating from competitors by leveraging Accenture's global scale, research capabilities, and focus on implementation.
The document summarizes South Africa's Technology Localisation Programme (TLP) which aims to increase local production capabilities and reduce imports. It discusses the TLP's historical overview since 2007, objectives to assist local firms through technology assistance packages, benchmarking and skills development. It outlines the TLP's focus areas such as foundry industry, energy sector and implementation model involving stakeholder participation and governance. The foundry TAP programme outcomes of increased local contracts and highlights of skills and expertise development are also summarized.
The IDC was established in 1940 as a national development finance institution to promote economic growth and industrial development in South Africa. It aims to be the primary source of sustainable industrial development and innovation in South Africa and Africa.
The IDC supports projects across various sectors including manufacturing, agriculture, mining, tourism and services. It provides a range of financial instruments including loans, equity, and guarantees. Projects must demonstrate economic viability and create jobs or support small businesses to qualify for funding.
The IDC manages development funds like the Gro-E Scheme, which provides concessionary funding through loans and equity for job creation projects up to R1 billion in size. Other funds support empowerment objectives and previously disadvantaged groups.
The CBI is an agency of the Dutch Ministry of Foreign Affairs that works to promote sustainable economic development in developing countries through expanding exports. Its mission is to strengthen the competitive capacity of SME exporters and producers in developing countries, with a primary focus on European markets. It provides services like market intelligence, export coaching, training, and networking opportunities to help businesses and support organizations from over 50 developing countries increase their exports.
The document summarizes a major project for PRASA to upgrade signaling systems on its national rail network. Key details include:
- The customer is PRASA and the project involves implementing an electronic interlocking system, axle counters, and SATCOS technology.
- The contract was signed in April 2011 for a project duration of 60 months and a total value of R1000 million (approximately $100 million USD).
- The scope of work involves upgrading 15 stations to electronic interlocking, constructing a new control center building, connecting stations to the new control center, and implementing various telecommunications and infrastructure upgrades.
Nuclear bill of materials specification descriptionUNIDO SA
The document provides information on the types and quantities of equipment required for a typical 2x1000 MW pressurized water reactor nuclear power plant (NPP). It discusses the main categories of mechanical, electrical, and instrumentation and control (I&C) equipment. For each major category, it lists examples of specific equipment types and provides estimates of the quantities expected to be needed for an NPP of this size. Safety-related equipment is distinguished from non-safety equipment. Manufacturing requirements for safety equipment are also outlined.
The document discusses the multiplier effect in the structural steel industry in South Africa. It finds that for every job created directly in structural steel fabrication and construction, an additional 1.6 jobs are created indirectly through supplier industries and wages (multiplier of 2.6x). It also finds that a R1 billion project in structural steel results in R1.43 billion in overall economic activity and R390 million in tax revenue. Imported steel loses out on this multiplier effect and substantial local economic benefits. The multiplier analysis demonstrates that locally produced structural steel is more economically sensible than imported options.
The document discusses fabric filter technology as an alternative to electrostatic precipitators for reducing emissions from coal-fired power plants. It provides details on the operating principles of fabric filters, components of fabric filter plants, and opportunities for localizing fabric filter bag manufacturing and installation in South Africa. Eskom is planning to replace electrostatic precipitators with more efficient fabric filter plants and seeks industry input on strategies for local manufacturing of filter bags.
Eskom supplier dev and localisation unido rhythm 240211UNIDO SA
The document discusses Supplier Development and Localisation (SD&L) initiatives at Eskom that aim to develop skills, job creation, and local procurement. It outlines the SD&L process, organizational structure, and evaluation criteria. Key functions include strategy, execution, monitoring, and supplier management. The initiatives seek to facilitate industrial development through component hubs to coordinate skills training, R&D, and investment at a local level.
Enerkey youth development initiatives to unido 20110208 UNIDO SA
The document summarizes a presentation made to UNIDO's Industrial Hub about various energy efficiency and renewable energy initiatives in South Africa, including the roles and objectives of different organizations involved like EnerKey, NYDA, BMF, Eskom, and UJ. Key projects discussed include establishing collaboration offices, public awareness campaigns, youth skills development, and establishing partnerships and funding for scaling up various energy programs.
The document discusses the development of a new software system to help companies access relevant support incentives from governmental and non-governmental organizations. Data is being collected through questionnaires sent to incentive providers and will be consolidated, organized, and manually input into the new system. The system is aimed at streamlining the process for companies in the enterprise development sector to enhance capabilities, competitiveness, and business retention. It will be launched in Q1 2011 and linked to the SPX website.
The document provides an overview of wind energy, including:
1) It discusses the strategic benefits of wind energy such as being a renewable resource that does not depend on fossil fuels or produce pollution.
2) It outlines the structure of the presentation which covers topics like the global wind market, wind technology progression, and investment opportunities in wind energy.
3) It provides background on Project SERE, Eskom's wind energy project in South Africa.
The document discusses a meeting between the Department of Science and Technology and UNIDO regarding localizing manufacturing in South Africa. It identifies 31 foundries that could supply components for Transnet and Eskom based on their current technologies. Business cases were developed for each foundry to identify assistance needed to increase their capabilities. A list of over 80 components across various tiers were matched to the technology capabilities of foundries to identify potential local suppliers. The goal is to support foundries in developing the necessary skills and technologies to locally produce these components.
Unido rythm working group presentation prasa 2010UNIDO SA
This document summarizes opportunities for localizing procurement within PRASA, the passenger rail service of South Africa, as part of their strategy to improve financial position and become the top public transport operator by 2015. It identifies opportunities for localizing procurement of rolling stock vehicle subsystems like carbodies, bogies, propulsion, and auxiliaries. It also notes opportunities for localizing procurement of infrastructure items like crossings, turnouts, points, and sleepers. The document discusses potential barriers to localizing procurement like the heavy engineering characteristics required, feasibility, and organizational risk appetite. It suggests consultancy services could help with asset management, systems, and integration to enable localization opportunities.
This document summarizes the DST Technology Localization Program which aims to assist 28 foundry firms in South Africa with casting-related problems. The program will provide skills training, assist with design packages, improve fettling sophistication, and help with mould/pattern/tooling. Mintek will utilize its foundry pilot plant, testing facilities, and metallurgical expertise to help firms reduce scrap and improve in-house expertise. The program will be implemented in two phases, with planning and client engagement in phase one, and technical assistance in phase two.
The document discusses the establishment of joint teams between multiple OEMs in South Africa to increase local content from auto suppliers. It provides examples of opportunities identified by the teams to further localize production of components such as body pressed parts, interior textiles, exterior plastic parts, and electrical/electronic components. The teams aim to improve competitiveness of local suppliers and consolidate business to increase commonality between OEMs. Challenges include maintaining local content as technology advances and developing supplier capabilities in South Africa.
The document outlines plans for the Mthombo Competitive Supplier Development Programme (CSDP) to support local suppliers in South Africa to participate in the construction of a 360,000 barrel per day crude oil refinery in Coega. The objectives are to develop local suppliers to increase competitiveness and meet a 30% expenditure target. The presentation covers CSDP objectives, opportunities for local suppliers, constraints, a schedule, and requests for support from stakeholders in funding, databases, lessons learned, and communication.
Mthombo csdp presentation to rythmic meeting may 10UNIDO SA
The document outlines objectives and plans for the Mthombo Competitive Supplier Development Programme (CSDP) in support of the Mthombo oil refinery project in South Africa. The CSDP aims to develop local suppliers to increase their competitiveness and ability to provide goods and services for the project. It identifies opportunities for local supplier participation in early project phases and outlines a schedule of preparatory actions and initiatives to support supplier development leading up to project construction. The presentation also discusses funding options, constraints, and how stakeholders can collaborate to enable supplier development through the CSDP.
The IDC is a South African state-owned development finance institution established in 1940 to promote industrial development. It provides various financial instruments including equity, debt, guarantees, and credit lines to support entrepreneurs and competitive industries. The IDC aims to maximize developmental and financial returns within an acceptable risk profile by contributing to balanced economic growth, empowerment, and job creation in South Africa and other African countries. It currently supports a variety of industries and is involved in early-stage project development across the continent.
The document provides information about the Clinton Climate Initiative's Clean Energy Program presentation to the Asian Development Bank on June 15, 2009. It introduces the CCI's solar park concept and discusses concentrated solar thermal power and photovoltaic technologies. Key points covered include the benefits of developing utility-scale solar parks, the status of CCI's solar project in South Africa, and summaries of parabolic trough and power tower technologies.
This document summarizes the technology assistance that CSIR can provide to foundries in South Africa. It discusses CSIR's competence platforms in lean manufacturing and casting technologies developed with support from the Department of Science and Technology. CSIR offers assistance with production efficiency, process knowledge, toolmaking, characterization, quality systems, and sustainable practices. The approach involves collaborating closely with individual companies to jointly develop and implement improvement plans, with progress evaluated over time. CSIR has expertise in casting, tooling, and manufacturing, and works with other organizations like the National Foundry Technology Network.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
2. Contents
SD : Background and Objectives
SD : Proposal vs Final plan
Tender gateways : SD and BBBEE
TPT Equipment acquisitions
2
3. A lack of investment in infrastructure has impacted the capacity and
capability of the local industry to do business in South Africa and
subsequently economic growth
Historical Background Impact on industry
There has been a significant decline in SA
local industry over the past years largely due
to a lack of consistent investment in
infrastructure The overall impact both from the lack of
investment in infrastructure and the
Ratio of Gross Fixed Capital suppression of a large percentage of the
Formation to GDP (1970-2009) population from partaking in the economy
had a significant impact on local industry:
30
25 Loss of key skills and key capabilities
20 Decrease in manufacturing
capabilities and thereby export
15
potential
10
Lack of job creation opportunities
5 Increase in the costs of doing
0 business due to higher transportation
1974 1982 1990 1998 2006 costs and longer lead times
Furthermore, due to significant historical
political and social imbalances a large portion
of the SA population were unable to
participate meaningfully in the economy
thereby creating a gap in wealth distribution
Source: SARB Quarterly Bulletin 3
4. The key difference between CSDP and NIPP is that CSDP allows for the
investment to take place in a related industry
NIPP CSDP
Effective Date • Prior to February 2008 • February 2008 Onwards
Transaction target • 30 % > R100 million • 30 % > R100 million
Focus • Non Related Industry • Related Industry
Reporting &
• DTI • SOE DPE
Tracking
• Not Part of Evaluation Criteria
Part of
• Not part of SOE responsibility – • Part of Evaluation
Negotiation
Done by DTI and the Supplier Criteria
Spend is channeled into relevant industry development which Transnet can influence
4
5. Transnet will use its sphere of control to contract with OEM’s as tier-1
suppliers
Transnet’s CSDP phase one Strategic Approach will be to focus on Tier 1 suppliers to
assist them in engaging local Tier 2 suppliers
Supplier Development
Category
Supplier Base
Sphere of Control
Transnet’s CSDP
CSDP Development:
Focus
Port Equipment
Tier 1
Systems –
Subsystems
CSDP Focus
Suppliers’
Transnet’s ED and
Tier 2
s
PP Focus
Assemblies
Suppliers’ Focus
Tier 3
Components
Sphere of Influence BBBEE Focus
Other
ED Development
**ED – Enterprise Development / PP – Preferential Procurement
5
6. Transnet will apply their influence and current resources to actively align
their existing SD activities with the objectives of NGP as reflected below
iSCM/Supply Chain
Quantum Leap Focus New growth path
• Increase productivity • Increase employment
intensity of the
and efficiency economy
• Volume growth
• Reduce the cost to
• Capital investment improve infrastructure
Regulatory and address
• Financial stability
competiveness
Increase
• Funding Volume
productivity
growth • Balanced spatial
• Human capital & efficiency
development of rural
Improving
• SHEQ Human areas and poorer
SHEQ customer Resources
• Regulatory provinces’
service
• Improve customer Financial Capital • Reduce the carbon
sustainability investment intensity of the
service
economy
Funding
• Create opportunities in
changing regional and
global environments
• Increase black
ownership and
entrepreneurship
6
Source: Transnet Corporate Plan 2011/12
7. A shared aspiration for SD was created by merging Governments and
Transnet’s objectives
Government’s Objectives Transnet’s Objectives
• Volume and Revenue Growth
• Increase the percentage of the population • Creating Capacity
Objectives
Corporate
involved in quality formal employment • Operational Efficiency
Vision
opportunities • Financial Strength
• Address wealth distribution disparities in the • SHEQ
country by ensuring the participation of
previously disadvantaged groups in the • Promote the
economy 1) Empowerment of previously
Objectives
SD
• Maintain a healthy balance of payments position Principles disadvantaged groups
SD
by reducing the reliance of South African 2) Increase in local content
industries on imports 3) Improvement of skills and create
• Increase the participation of public enterprises in opportunities for sustainable jobs
increasing levels of real fixed capital
Guiding Principles
formation Values • Security of Supply
Supply Chain
• Develop key skills and capabilities required • Reduction in Costs
for specific industries where these do not exist • Reduction in Working Capital
• Enhanced Preferential Procurement
and Enterprise Development
External Analysis Internal Analysis
Source: Transnet Corporate Plan, NGP, B-BBEE, CSDP
8. Supplier Development (SD)
• Supplier development refers to the improvement in the socio-
economic environment by creating competitive local suppliers via
Competitive Supplier Development and other initiatives. This results in
a local supply base that can eventually be competitive to market its
goods on the international market leading to increased exports
• Transnet’s SD strategy aims to holistically satisfy all of Government’s
legislation and requirements in respect of identifying and undertaking
opportunities through specific initiatives
8
9. CSDP opportunities are generally triggered for transactions equal or
exceeding USD10 million for all tenders after February 2008
Trigger for a CSDP transaction: Criteria to be considered to initiate a CSDP
transaction:
• To avoid capital leakage;
• When an opportunity to develop a local industry
within Transnet’s supply chain; and / or
• When a limited local supply base exists but the
potential to develop existing suppliers is evident; and
/ or
• Where there is a strong opportunity for IP and
skills transfer to local suppliers and / or Transnet for
• SOE influences OEM/multinational for CSDP which the capacity does not presently reside in South
transactions . Africa
• The following will trigger a CSDP transaction which
involves the purchase of services and goods:
- Single New Contract with an imported content Tender Process:
portion that is equal to or exceeds USD 10
million*; • All contracts sent to the market equal or exceeds
- Contract with a renewable option clause, should R70million* will include a CSDP obligation as part
the option be exercised, the total value of the of the tender,
imported content would be equal to or exceed • A CSDP Proposal must be submitted as part of
USD 10 million* the tender
•A CSDP Plan must be signed submitted within 30
- No CSDP obligations (after Feb 2008) may be claimed for a
NIPP – Double Counting days to Transnet after signing the Letter of Intent
All CSDP obligations will be considered as standalone -obligations (LOI) and be agreed and signed within 15 days
for each specific tender; thereafter by both parties
- Where a CSDP obligation has not been mutually agreed between
Transnet and the Supplier after February 2008 a CSDP
Reconciliation Plan (to date) must be submitted by the Supplier to
Transnet and agreed and signed off by both parties.
* Total Value planned to spend with a Supplier - (USD 10 million ~ R70 million.
** All CSDP Capability and capacity building in SA efforts initiated by the Supplier since the award of the contract to date must be included into the plan.
9
10. The IC3 Matrix is used as the basic framework to plot the SD opportunities
identified in its appropriate SD initiative bucket
IC3 Supplier Development Classification Matrix2 Not currently a focus area
High
Programmatic1
Industrialisation
Strategic Importance to Transnet
The IC3 supplier development
classification matrix assists in
Strategic categorising opportunities
Industrial leverage
according to their industrial
leverage, value leverage and
Capability and strategic importance to
capacity Transnet
building in SA
and Supplier Once opportunities are
Development identified it will be possible to
Small
identify the tools that should
Enterprise Focused be implemented to maximise
the full supplier development
Development
potential from the
Skills opportunities
Low
Development
Low High
Value leverage
Value Leverage refers to transactions where the financial scale of the transaction allows the buyer the opportunity to negotiate supplier
development.
Industrial Leverage refers to transactions whereby the nature of the procurement is such that the scale and the industrial complexity of the
item being purchased allows for local supply chain development around a particular industry.
Strategic Importance to Transnet refers to the extent to which the product to be procured has a impact on Transnet’s core business.
1 This could be further refined in the future through the DPE Programmatic Policy
2Adapted from the DPE Supplier Classification Matrix focused on Increased Competitiveness, Capability and Capacity.
10
11. Strategic objectives within each quadrant have been identified
IC3 quadrant Strategic Objective Key Outcomes
• Assist Government achieve their industrialisation • Industrialisation
objectives through development of local supplier base to • Technology transfer
Programmatic
increase the cost efficiency of fleet procurement, support • Job creation/preservation
and maintenance • Skills Development
• Downstream Supplier Development
• Increased exports
• Reduction in capital leakage
• Influence multinational organisations toward initiatives • Capability and capacity building in
that lead to the development of local downstream SA
Strategic suppliers through large-scale SOE procurement in order to • Increased Technology transfer
develop a competitive local supplier base focusing on • Job creation/preservation
Rolling stock, Port Equipment and Infrastructure • Skills development
• Assist local suppliers to improve their performance, • Job Creation/preservation
enhance their existing production & skills capabilities by • Empowerment
Focused
placing increased emphasis on benefiting previously • Skills Development
disadvantaged individuals and rural development • Rural Development
• Provide a platform through which local suppliers can test
their local innovations for export promotion
• Assist local suppliers to improve their skills by placing • Empowerment
Small increased emphasis on benefiting previously • Rural Development
Enterprise disadvantaged individuals and rural development in line • Skills Development
Development with the BBBEE strategy • Job Creation/preservation
Transnet has to develop an internal policy to support product development and funding as the current innovation policy drafted by the DPE only allows for testing
local products in the Transnet operating environment
Source: Team analysis
11
12. Figure 2: Transnet value capture through supplier influence
Programmatic Strategic Focused Small ED
Decreasing
• Industrialisation emphasis on
evaluation
Programmatic criteria
• localisation • Localisation
categories
• Technology • Technology Sphere of
transfer/ transfer/ influence
sustainability sustainability
Strategic
• Job creation/ • Job creation / • . Job creation/
preservation preservation preservation
• Skills • Skills • Skills
development development development
Focused
• Small business • Small business • Further
promotion promotion recognition*
• Rural
• Further • Further
development
recognition* recognition* • Further
and regional
Small Enterprise recognition*
integration
Development
• Rural • Rural
development development • Small business
• Job
and regional and regional promotion
preservation
integration integration
*Points allocated in further recognition of certain components of BBBEE in line with Transnet and government objectives
** Indicative and varies on business and Macro Economic need
12
13. The recommended SD categories are based on the alignment with
government objectives
Category Description
• Developing local capability and efficiency through : investment in plant, increasing the number
Capability and of products bought locally and qualifying suppliers to meet international standards.
capacity building • This criterion refers specifically to industrial capability building that focuses on value-add
in SA activities of the local industry through manufacturing or service-related functions.
Technology
• Refers to process, know-how and Intellectual Property associated with developing a
transfer/
competitive local supplier post the current transaction
Sustainability
• Refers to skills transfer with an emphasis on the accumulation of knowledge and experience
Skills • Generally targeted toward sector specific skills development with a focus on artisan and
development technical skills
• Refers to an increase or preserve in the number of jobs due to the award of business from
Job creation/ Transnet
preservation • Favouring more labour intensive methods for job creation
• Jobs include both skilled and unskilled
Small business • Encourage the growth and expansion of small businesses and start ups through procurement
promotion and support mechanisms
Source: Team Analysis
13
14. SD and BBBEE Requirements
Contents
SD : Background and Objectives
SD : Proposal vs Final plan
Tender gateways : SD and BBBEE
TPT Equipment acquisitions
14
15. Summary: SD Process
Successful SD plan to be
Compile proposal Transnet tenderer to agreed upon by
as part of SD plan evaluates supplier compile SD Transnet and
SD proposal plan supplier
Responsible
Supplier Transnet Supplier & Transnet Supplier& Transnet
• Only a successful bidder
• The supplier is expected to • SD (Proposals) will be required to • Once the SD plan has
formulate a SD proposal responses will be complete a detailed SD been finalised with
to identify the evaluated on their ability Plan and deliver it to Transnet, the supplier
opportunities that the to leverage Transnet’s Transnet in 30 days after will initiate the plan
supplier will pursue long term procurement in signing the LOI • The supplier will be
• The SD Proposal should order to promote • Both the Supplier ad required to report
address the main areas Capability and capacity Transnet must agree and quarterly on the
Capability and building in SA in order to sign the final SD plan 30 progress being made
capacity building in SA; increase the capability and days thereafter against the plan, the
technology capacity, responsiveness • The SD Plan will have to attainment of milestones
transfer/sustainability; and competitiveness of outline the: and the reasons (if any)
skills development; South African supplier – Type of Capability and that goals are not being
capacity building in SA
small business industries effort that will be
met
promotion • The SD Programme’s pursued, • Transnet will supply
job ability to promote skills – Anticipated investment, guidelines to the
– Description of products to
creation/preservation transfer, Capability and be produced,
reporting format required
capacity building in SA – Skills transfer ,as well as for the quarterly reports
and the sustainability of – Processes, systems,
NOTE: the venture will all be
technologies and
• Both a SD Proposal and SD equipment required
taken into account during
Plan must be completed . 15
evaluation
16. SD Plan: Capability and capacity building in SA
Summary – Supplier (x/x)
Example
Category Description Sub-initiative Key KPI
A Total Summary • 1.0 xxx • R xxx.xm
Capability and • 2.0 xxx • R xxx.xm
capacity • 3.0 xxx • R xx.xm
building in SA
• Total Capability and capacity building in SA Value • R xxx.xm
1.0 xxxx • xxxx • Rx.xm
2.0 xxxx • xxxx • Rx.xm
3.0 xxxx • xxxx • Rx.xm
Transnet Authorised Signatory Date Supplier Authorised Signatory Date
Name / Title Name / Title 16
17. SD Plan: SD Capability and capacity building in SA Initiative (x/x)
Initiative Description: Target KPI
Detailed Description Transnet Lead:
R x.x* ZAR
TPT Lead:
# of reports Supplier Lead:
x
completed Supplier Lead:
TBD at # of Start Date:
selection components
meeting selected End Date:
Reporting Frequency: Quarterly (xx May CY, xx, xx
(one month prior to DPE August CY, xx November CY
report) and February (following Year)
xx)
Transnet Authorised Signatory Date Supplier Authorised Signatory Date
Name / Title Name / Title
17
18. SD Plan: SD Capability and capacity building in SA Initiative (x/x)
Year 2011 2012 2013
Activity 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
Transnet Authorised Signatory Date Supplier Authorised Signatory Date
Name / Title Name / Title
18
19. SD and BBBEE Requirements
Contents
SD : Background and Objectives
SD : Proposal vs Final plan
Tender gateways : SD and BBBEE
TPT Equipment acquisitions
19
20. A three step evaluation strategy will be used in the evaluation of the
equipment proposals
Evaluate for Evaluate for Evaluate for Evaluate per
> Threshold >Threshold >Threshold weighting
1 2 2 3
SD / BBBEE Eligibility Technical Price Award tender to
SD successful supplier
BBBEE
Minimum Minimum Minimum
SD/BBBEE Eligibility Technical
criteria criteria criteria
Equipment SD / BBBEE Eligibility Technical Evaluation weighting (%)
threshold threshold threshold 3
Price SD BBBEE
Main offer and main (Scorecard and
1 2 2 Further
offer plus options recognition
criteria)
RTG Cranes (Proposal A), 40% 100% 80% 60 20 20
STS Cranes (Proposal B) and
RTG Cranes and STS Cranes
(Proposal C)
Note: The tender indicates that the SD commitment is aimed at achieving at
least 30% of the supplier’s tender value as part of the tender bid
If no tender passes the 2nd stage technical evaluation, the threshold will be
reduced from 80% to 70%
20
21. SD and BBBEE Requirements
Contents
SD : Background and Objectives
SD : Proposal vs Final plan
Tender gateways : SD and BBBEE
TPT Equipment acquisitions
21
22. 7 Year Capital expenditure plans
• Transnet’s capital investment over the next 7 years (2012/13 to 2018/19)
totals R300billion
• Transnet Port Terminals will be undertaking R33billion (11%) of these projects
over the next 7 years
• TPT’s 7 year investment plan will comprise mainly of the following
acquisitions:
o Ship to Shore Cranes
o Rubber-Tyred Gantry Cranes
o Straddle Carriers
o Ship Loaders
o Ship Unloaders
o Mobile Harbour Cranes
o Haulers
o Trailers
o Reach Stackers
o Empty Container Handlers
22
23. Equipment acquisitions : currently in procurement cycle phase
Item Project
1 4 x STS Cranes – Ngqura
2 18 x RTG Cranes – Ngqura
3 DGPS (Digital Global Positioning System) - Durban
4 Supply and installation of a monitoring system for refrigerated containers (Reefers)
at Cape Town (CTCT & CTMPT), Port Elizabeth (PECT), Ngqura (NCT) and Durban
Container terminals (Pier1 and Pier2).
5 Manufacture, supply, delivery and commissioning of 74 Fifth wheel haulers for RBY
6 Manufacture, supply, delivery and commissioning of forklifts – RBY
(3x42T;6x32T;10x18T;11x8T); EL (4x7T) and NGQURA (2x2T)
7 Manufacture, supply, delivery and commissioning of 6 Reachstackers – 2 RBY;2
NCT;1 Pier 1 and 1 CTNMPT
23
24. Equipment acquisitions : SD plans being finalised
Item Project
1 1 x Mobile harbour crane for CTN
2 Design review services
3 Manufacture, supply, delivery and commissioning of 14 haulers – 4 Saldanha;10
Pier 1
4 Manufacture, supply, delivery and commissioning of 9 empty container handlers – 2
CTN;2 NCT; 5 DCT
5 Manufacture, supply, delivery and commissioning of 48 haulers for Ngqura
24
25. Equipment acquisitions : SD plans committed
Item Project SD value SD committed
committed (R’m) %age of
Contract value
1 1 x Ship unloader 15.52 12%
2 28 x Straddle Carriers 23.00 10%
3 7 x Tandem lift STS Cranes 47.00 6%
4 6 x Mobile Harbour Cranes 58.29 23%
5 33 x Haulers 4.07 9%
6 8 x Reachstackers 18.12 16%
25
26. Equipment acquisitions planned for the remainder of this year (to Mar
2013)
Item Project
1 Ship unloaders for Bulk terminals
2 Rail Mounted Gantry Cranes for Container Terminals
3 Wharf Cranes
26
Editor's Notes
Transnet will leverage its objectives to achieve the objectives of government. Enhancing preferential procurement and enterprise development outcomes are key guiding principles of the Transnet supply chain division