Transnet's Competitive Supplier Development Program (CSDP) aims to localize its supply chain through developing local suppliers' capabilities. The CSDP will focus first on rolling stock and port equipment suppliers. It will take a phased approach, first engaging priority suppliers and preparing staff. Key activities include a supplier benchmarking process to assess suppliers' competitiveness and develop improvement plans. The benchmarking process involves supplier self-assessments, development of improvement plans, and implementing improvements over multiple cycles. It aims to improve supplier-buyer alignment and increase local participation in supply chains. Initial focus is facilitating participation of railway and harbor suppliers through onboarding workshops and a training program to implement benchmarking.
DCRA Inc. Supply Chain S&OP Solutions SummaryJon Kirkegaard
DCRA Inc. has helped shape the demand and supply balancing operations in dozens of leading global companies. Our Trade Marked Total Order Fulfillment methodology has led to tripple digit internal rates of returns in weeks and months.
Additionally we have developed patented supply chain solutions including S&OP, order commitment and others that rapidly integrated to any existing supply chain solutions that allow for accelerating change and improving financial returns while reducing IT complexity that causes so many projects to fail. Contact us at www.selectclassics.com
Tooltech Global Engineering, is a decade old company. We offer complete solution capability for Mechanical Engineering from concept design to manufacturing, ranging from CAD modeling to FEA Simulation and Validation for Advanced Engineering Applications across industry verticals including:
Industrial Engineering | Automotive | Aerospace | Ship Design
The eFM Fleet Management solution provides an integrated approach with 4 main components:
1) Consulting services to optimize fleet usage, availability, costs and compliance
2) A coordinating central to integrate operators contributing to business mobility
3) ARCHIBUS Fleet Management software to manage the entire fleet lifecycle
4) Vehicle localization and mobility technologies to track vehicles in real-time
The solution aims to reduce costs, improve processes and compliance through optimization, monitoring and vigilance of the business vehicle fleet.
This document contains three key points:
1) The information in this document is proprietary to eFM Group and the intended recipient.
2) The information must only be used by those who attended the accompanying oral presentation.
3) Copying, publishing or distributing the material in this document is prohibited and may be illegal.
Strategic Parts Management with PARTsolutions at MAN Truck & Bus AG
Goals of Strategic Parts Management
PARTsolutions areas of use within
the MAN Truck & Bus AG
Content and integration of PARTsolutions within
the MAN Truck & Bus AG
Best Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse of Georgia
Office: 678-364-3475
Williams@shipperswarehouse.com
http://www.linkedin.com/in/billstankiewicz2006
http://www.slideshare.net/BillStankiewicz.
http://www.twitter.com/BillStankiewicz
Sustainable Consumer Packaged Goods member
CPG Branding and Forum Member
Please consider the environment before printing this e-mail
“Change doesn\'t start on the surface. It\'s generated from consciousness.”
Deepak Chopra
http://bill-stankiewicz.blogspot.com/2009/07/shippers-warehouse-in-top-70-food.html
http://ask.depaul.edu/Students/MentoringandAdvice/ASK_Away_Archive.asp
The document discusses Oracle Fleet Management and its capabilities. It provides an overview of the fleet management market and challenges faced. It then describes Oracle's fleet management solution, highlighting its ability to optimize fleets across transportation operations, generate static and dynamic routes, manage drivers and driver pay, and provide dispatch and mobile communications. A case study of Omnisource Corporation's use of Oracle's solution is also mentioned.
Artoni is a major Italian logistics company that has been in business since 1933. It has recently implemented SAP solutions including EWM, TM, and other applications to improve its warehouse and transportation management processes. This has led to operational benefits like increased productivity, reduced costs, and improved customer service. Artoni uses SAP best practices and its own expertise to continuously enhance its logistics operations through technology.
DCRA Inc. Supply Chain S&OP Solutions SummaryJon Kirkegaard
DCRA Inc. has helped shape the demand and supply balancing operations in dozens of leading global companies. Our Trade Marked Total Order Fulfillment methodology has led to tripple digit internal rates of returns in weeks and months.
Additionally we have developed patented supply chain solutions including S&OP, order commitment and others that rapidly integrated to any existing supply chain solutions that allow for accelerating change and improving financial returns while reducing IT complexity that causes so many projects to fail. Contact us at www.selectclassics.com
Tooltech Global Engineering, is a decade old company. We offer complete solution capability for Mechanical Engineering from concept design to manufacturing, ranging from CAD modeling to FEA Simulation and Validation for Advanced Engineering Applications across industry verticals including:
Industrial Engineering | Automotive | Aerospace | Ship Design
The eFM Fleet Management solution provides an integrated approach with 4 main components:
1) Consulting services to optimize fleet usage, availability, costs and compliance
2) A coordinating central to integrate operators contributing to business mobility
3) ARCHIBUS Fleet Management software to manage the entire fleet lifecycle
4) Vehicle localization and mobility technologies to track vehicles in real-time
The solution aims to reduce costs, improve processes and compliance through optimization, monitoring and vigilance of the business vehicle fleet.
This document contains three key points:
1) The information in this document is proprietary to eFM Group and the intended recipient.
2) The information must only be used by those who attended the accompanying oral presentation.
3) Copying, publishing or distributing the material in this document is prohibited and may be illegal.
Strategic Parts Management with PARTsolutions at MAN Truck & Bus AG
Goals of Strategic Parts Management
PARTsolutions areas of use within
the MAN Truck & Bus AG
Content and integration of PARTsolutions within
the MAN Truck & Bus AG
Best Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse of Georgia
Office: 678-364-3475
Williams@shipperswarehouse.com
http://www.linkedin.com/in/billstankiewicz2006
http://www.slideshare.net/BillStankiewicz.
http://www.twitter.com/BillStankiewicz
Sustainable Consumer Packaged Goods member
CPG Branding and Forum Member
Please consider the environment before printing this e-mail
“Change doesn\'t start on the surface. It\'s generated from consciousness.”
Deepak Chopra
http://bill-stankiewicz.blogspot.com/2009/07/shippers-warehouse-in-top-70-food.html
http://ask.depaul.edu/Students/MentoringandAdvice/ASK_Away_Archive.asp
The document discusses Oracle Fleet Management and its capabilities. It provides an overview of the fleet management market and challenges faced. It then describes Oracle's fleet management solution, highlighting its ability to optimize fleets across transportation operations, generate static and dynamic routes, manage drivers and driver pay, and provide dispatch and mobile communications. A case study of Omnisource Corporation's use of Oracle's solution is also mentioned.
Artoni is a major Italian logistics company that has been in business since 1933. It has recently implemented SAP solutions including EWM, TM, and other applications to improve its warehouse and transportation management processes. This has led to operational benefits like increased productivity, reduced costs, and improved customer service. Artoni uses SAP best practices and its own expertise to continuously enhance its logistics operations through technology.
Bryan Peña
VP, Contingent Workforce Strategies and Research Staffing Industry Analysts
During this session we will be reviewing what strategies and techniques you can use to maximize program success and ensure long term hiring manager satisfaction. In addition to savings strategies and performance ratios we will provide some up to the moment insight from our latest research initiatives.
Everest Group Performance | Experience | Ability | Knowledge (PEAK) Matrix™ provides an objective, data-driven comparative assessment of third-party outsourcing service providers specific to a market segment (function, process, industry vertical).
Best Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse of Georgia
Office: 678-364-3475
Williams@shipperswarehouse.com
http://www.linkedin.com/in/billstankiewicz2006
http://www.slideshare.net/BillStankiewicz.
http://www.twitter.com/BillStankiewicz
Sustainable Consumer Packaged Goods member
CPG Branding and Forum Member
Please consider the environment before printing this e-mail
“Change doesn\'t start on the surface. It\'s generated from consciousness.”
Deepak Chopra
http://bill-stankiewicz.blogspot.com/2009/07/shippers-warehouse-in-top-70-food.html
http://ask.depaul.edu/Students/MentoringandAdvice/ASK_Away_Archive.asp
The document discusses various integration technologies for connecting Aras Innovator to other systems, including flat file integration, AML-lite integration using XSLT, WSDL integration exposing web services, EAI/ESB integration through an enterprise service bus, and IOM API integration using Aras' API. It provides examples of integrating graphic design systems and CAD systems with Aras Innovator. The document also outlines Aras' integration platform capabilities and available integration offerings and support.
The document describes the IMPRESS industrial modeling and presolving system. IMPRESS provides optimization and estimation capabilities for planning, scheduling, data reconciliation, and real-time control problems. It includes components for modeling, presolving, interfacing with solvers, and interactive use via programming languages. IMPRESS supports linear, nonlinear, discrete, and mixed-integer formulations.
The document discusses advanced tools for maintenance management. It focuses on Meridium, a strategic partner of SAP, and their reliability centered maintenance (RCM) solution called RCMO. RCMO is integrated with SAP enterprise asset management to help customers implement RCM recommendations and strategies within their SAP systems. The presentation provides examples of customers that have implemented RCMO successfully.
IT Portfolio Management - lower the entry barriers with LeanIXLeanIX GmbH
What are obstacles for an IT organization to implement an IT portfolio management? How can a tool help? This is the slidedeck as presented in one of our webinars.
Webinar available at: http://www.youtube.com/watch?v=FDyHp0RYq6w
LeanIX offers an innovative software-as-a-service solution for Enterprise Architecture Management (EAM), based either in a public cloud or the client’s data center.
Companies like Adidas, Axel Springer, Helvetia, RWE, Trusted Shops and Zalando use LeanIX Enterprise Architecture Management tool.
Free Trial: http://bit.ly/LeanIXDemoS
The document discusses integrated product development (IPD) and concurrent engineering. It explains that concurrent engineering involves designing the product and production processes simultaneously. It also discusses various design for X (DFX) methods, such as design for manufacture (DFM) and design for assembly (DFA), which aim to design products with manufacturability and serviceability in mind. Examples are provided of how DFX methods were used to redesign complex assemblies, like an anti-flare bracket, resulting in significant reductions in part count, assembly time and costs.
SmartCompo, is a comprehensive, pre-configured enterprise resource planning solution for the component manufacturing industry. SmartCompo as an integrated solution manages every aspect of your business, including your finance, procurement, manufacturing, sales and distribution, and supplier/vendor management.
For the telecom industry, network transformation is a constant process that can be made easier through refinement and collaboration with the right partners. Huawei aims to be that partner by providing comprehensive professional services across all phases of network transformation, from consultation and planning to design, implementation, operation and optimization. This helps operators overcome common challenges and ensures their networks are efficiently upgraded and managed over time.
Presented by José Serrador Neto - Director, External Relations and Foreign Trade Policy of Embraer, during the XIV Brazil-Japan Joint Economic Committee Meeting, that took place in the city of Salvador, in Brazil, during august 9th and 10th of 2011.
The keynote speech summarizes the progress and plans of the SESAR JU (Single European Sky ATM Research Joint Undertaking). In 2012, SESAR climbed higher by delivering results from Release 1 and launching Release 2 to further develop the ATM Master Plan. The program executed projects on schedule and on budget while increasing participation. Looking ahead, SESAR aims to demonstrate benefits to airlines and finalize its vision of enabling a more efficient European ATM system by 2012.
1) The document describes a modeling framework called IMPRESS that can represent and optimize supply chain problems.
2) It then provides an example of modeling a jet fuel supply chain involving an oil refinery, rail transportation, and an airport using IMPRESS.
3) Scenario analysis is performed on the example problem by generating scenarios to explore the impact of demand variability, tank availability, and train reliability issues while maintaining feasibility of the logistics sub-problem.
Trimax is a Chinese manufacturer of signal analyzers based in Shenzhen. The company was founded in 2001 by Jerry Chu and a partner to focus on satellite equipment sales. In 2007, Trimax developed its first easy-to-use signal analyzer with a built-in monitor. The product was a success and sales grew rapidly, reaching over 10,000 units sold in 2008. The company is now expanding its product line to include HDTV analyzers and fiber optic testing equipment. Jerry Chu hopes to continue growing Trimax while maintaining their focus on producing high-quality, easy-to-use testing devices.
High Performance Computing: State of the IndustryIMEX Research
The document discusses the state of the high performance computing (HPC) industry. It covers key topics like HPC technologies, issues, trends and applications. Some of the main points made are:
- HPC has seen rapid progress over the past few decades in terms of performance, price reduction and target audiences. Systems have become more affordable and accessible to smaller businesses and professionals.
- Cluster computing has risen significantly, allowing organizations to build powerful systems from commodity hardware. Standardization has made HPC more mainstream.
- Major market drivers include the availability of affordable industry-standard hardware and software, as well as cluster-ready applications accelerating adoption across industries like engineering, bioinformatics and finance.
-
This document summarizes a mobile advertising solution. It discusses what mobile advertising is, who the solution providers interact and Amobee are, and how the holistic mobile advertising solution works. The solution provides a multi-channel platform to manage mobile advertising campaigns across different inventory types. It includes profiling, targeting, and ad selection capabilities. The solution can be implemented through different business models such as an in-house, shared, or dedicated hosting option.
The Manufacturing Technical Assistance Production Program (MTAPP) was established in 1997 to assist small manufacturing firms in becoming more competitive suppliers to the Air Force, Department of Defense, and their major contractors. MTAPP provides technical assistance and continuous improvement planning to small businesses over 12 months to help them meet supplier requirements. It has assisted 79 small manufacturers to date, with 30 companies having completed the program. The program aims to develop a capable supplier network to address commodity shortages and strengthen the U.S. manufacturing sector.
Supplier Development Program - UNDP, PakistanBilal Khattak
The document describes a Supplier Development Program (SDP) run by UNDP Pakistan that aims to strengthen business relationships and competitiveness within supply chains. The SDP is a 10 month program where consultants work with one lead company and up to 10 supplier companies. It involves 6 stages: diagnosis, interaction, implementation plan design, implementation, documentation, and systematization. The goal is to improve supplier performance, increase sales and profits, and build a sustainable model that lead companies can use to develop other suppliers. The program offers training, technical assistance, and subsidies to participating lead and supplier companies.
Toyota developed supplier capabilities through three levels - maintenance, improvement, and evolutionary. They diffused their production system and quality control techniques to key suppliers using individual assistance, study groups, and supplier associations. Over time, suppliers were expected to cascade Toyota's approaches to their own suppliers. Toyota provided long-term support through confidential problem solving and ensuring suppliers retained gains from improvements to encourage further capability development.
This document summarizes a study examining how Malaysian automakers and suppliers prepared for increased regional competition from the ASEAN Free Trade Area (AFTA) agreement. It discusses how Proton, Malaysia's national automaker, benefited from strong government support and protection but would face new challenges with AFTA tariff reductions. The study aims to identify steps companies took to boost competitiveness in technology, design, costs, quality and new markets in response to impending AFTA liberalization.
Bryan Peña
VP, Contingent Workforce Strategies and Research Staffing Industry Analysts
During this session we will be reviewing what strategies and techniques you can use to maximize program success and ensure long term hiring manager satisfaction. In addition to savings strategies and performance ratios we will provide some up to the moment insight from our latest research initiatives.
Everest Group Performance | Experience | Ability | Knowledge (PEAK) Matrix™ provides an objective, data-driven comparative assessment of third-party outsourcing service providers specific to a market segment (function, process, industry vertical).
Best Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse of Georgia
Office: 678-364-3475
Williams@shipperswarehouse.com
http://www.linkedin.com/in/billstankiewicz2006
http://www.slideshare.net/BillStankiewicz.
http://www.twitter.com/BillStankiewicz
Sustainable Consumer Packaged Goods member
CPG Branding and Forum Member
Please consider the environment before printing this e-mail
“Change doesn\'t start on the surface. It\'s generated from consciousness.”
Deepak Chopra
http://bill-stankiewicz.blogspot.com/2009/07/shippers-warehouse-in-top-70-food.html
http://ask.depaul.edu/Students/MentoringandAdvice/ASK_Away_Archive.asp
The document discusses various integration technologies for connecting Aras Innovator to other systems, including flat file integration, AML-lite integration using XSLT, WSDL integration exposing web services, EAI/ESB integration through an enterprise service bus, and IOM API integration using Aras' API. It provides examples of integrating graphic design systems and CAD systems with Aras Innovator. The document also outlines Aras' integration platform capabilities and available integration offerings and support.
The document describes the IMPRESS industrial modeling and presolving system. IMPRESS provides optimization and estimation capabilities for planning, scheduling, data reconciliation, and real-time control problems. It includes components for modeling, presolving, interfacing with solvers, and interactive use via programming languages. IMPRESS supports linear, nonlinear, discrete, and mixed-integer formulations.
The document discusses advanced tools for maintenance management. It focuses on Meridium, a strategic partner of SAP, and their reliability centered maintenance (RCM) solution called RCMO. RCMO is integrated with SAP enterprise asset management to help customers implement RCM recommendations and strategies within their SAP systems. The presentation provides examples of customers that have implemented RCMO successfully.
IT Portfolio Management - lower the entry barriers with LeanIXLeanIX GmbH
What are obstacles for an IT organization to implement an IT portfolio management? How can a tool help? This is the slidedeck as presented in one of our webinars.
Webinar available at: http://www.youtube.com/watch?v=FDyHp0RYq6w
LeanIX offers an innovative software-as-a-service solution for Enterprise Architecture Management (EAM), based either in a public cloud or the client’s data center.
Companies like Adidas, Axel Springer, Helvetia, RWE, Trusted Shops and Zalando use LeanIX Enterprise Architecture Management tool.
Free Trial: http://bit.ly/LeanIXDemoS
The document discusses integrated product development (IPD) and concurrent engineering. It explains that concurrent engineering involves designing the product and production processes simultaneously. It also discusses various design for X (DFX) methods, such as design for manufacture (DFM) and design for assembly (DFA), which aim to design products with manufacturability and serviceability in mind. Examples are provided of how DFX methods were used to redesign complex assemblies, like an anti-flare bracket, resulting in significant reductions in part count, assembly time and costs.
SmartCompo, is a comprehensive, pre-configured enterprise resource planning solution for the component manufacturing industry. SmartCompo as an integrated solution manages every aspect of your business, including your finance, procurement, manufacturing, sales and distribution, and supplier/vendor management.
For the telecom industry, network transformation is a constant process that can be made easier through refinement and collaboration with the right partners. Huawei aims to be that partner by providing comprehensive professional services across all phases of network transformation, from consultation and planning to design, implementation, operation and optimization. This helps operators overcome common challenges and ensures their networks are efficiently upgraded and managed over time.
Presented by José Serrador Neto - Director, External Relations and Foreign Trade Policy of Embraer, during the XIV Brazil-Japan Joint Economic Committee Meeting, that took place in the city of Salvador, in Brazil, during august 9th and 10th of 2011.
The keynote speech summarizes the progress and plans of the SESAR JU (Single European Sky ATM Research Joint Undertaking). In 2012, SESAR climbed higher by delivering results from Release 1 and launching Release 2 to further develop the ATM Master Plan. The program executed projects on schedule and on budget while increasing participation. Looking ahead, SESAR aims to demonstrate benefits to airlines and finalize its vision of enabling a more efficient European ATM system by 2012.
1) The document describes a modeling framework called IMPRESS that can represent and optimize supply chain problems.
2) It then provides an example of modeling a jet fuel supply chain involving an oil refinery, rail transportation, and an airport using IMPRESS.
3) Scenario analysis is performed on the example problem by generating scenarios to explore the impact of demand variability, tank availability, and train reliability issues while maintaining feasibility of the logistics sub-problem.
Trimax is a Chinese manufacturer of signal analyzers based in Shenzhen. The company was founded in 2001 by Jerry Chu and a partner to focus on satellite equipment sales. In 2007, Trimax developed its first easy-to-use signal analyzer with a built-in monitor. The product was a success and sales grew rapidly, reaching over 10,000 units sold in 2008. The company is now expanding its product line to include HDTV analyzers and fiber optic testing equipment. Jerry Chu hopes to continue growing Trimax while maintaining their focus on producing high-quality, easy-to-use testing devices.
High Performance Computing: State of the IndustryIMEX Research
The document discusses the state of the high performance computing (HPC) industry. It covers key topics like HPC technologies, issues, trends and applications. Some of the main points made are:
- HPC has seen rapid progress over the past few decades in terms of performance, price reduction and target audiences. Systems have become more affordable and accessible to smaller businesses and professionals.
- Cluster computing has risen significantly, allowing organizations to build powerful systems from commodity hardware. Standardization has made HPC more mainstream.
- Major market drivers include the availability of affordable industry-standard hardware and software, as well as cluster-ready applications accelerating adoption across industries like engineering, bioinformatics and finance.
-
This document summarizes a mobile advertising solution. It discusses what mobile advertising is, who the solution providers interact and Amobee are, and how the holistic mobile advertising solution works. The solution provides a multi-channel platform to manage mobile advertising campaigns across different inventory types. It includes profiling, targeting, and ad selection capabilities. The solution can be implemented through different business models such as an in-house, shared, or dedicated hosting option.
The Manufacturing Technical Assistance Production Program (MTAPP) was established in 1997 to assist small manufacturing firms in becoming more competitive suppliers to the Air Force, Department of Defense, and their major contractors. MTAPP provides technical assistance and continuous improvement planning to small businesses over 12 months to help them meet supplier requirements. It has assisted 79 small manufacturers to date, with 30 companies having completed the program. The program aims to develop a capable supplier network to address commodity shortages and strengthen the U.S. manufacturing sector.
Supplier Development Program - UNDP, PakistanBilal Khattak
The document describes a Supplier Development Program (SDP) run by UNDP Pakistan that aims to strengthen business relationships and competitiveness within supply chains. The SDP is a 10 month program where consultants work with one lead company and up to 10 supplier companies. It involves 6 stages: diagnosis, interaction, implementation plan design, implementation, documentation, and systematization. The goal is to improve supplier performance, increase sales and profits, and build a sustainable model that lead companies can use to develop other suppliers. The program offers training, technical assistance, and subsidies to participating lead and supplier companies.
Toyota developed supplier capabilities through three levels - maintenance, improvement, and evolutionary. They diffused their production system and quality control techniques to key suppliers using individual assistance, study groups, and supplier associations. Over time, suppliers were expected to cascade Toyota's approaches to their own suppliers. Toyota provided long-term support through confidential problem solving and ensuring suppliers retained gains from improvements to encourage further capability development.
This document summarizes a study examining how Malaysian automakers and suppliers prepared for increased regional competition from the ASEAN Free Trade Area (AFTA) agreement. It discusses how Proton, Malaysia's national automaker, benefited from strong government support and protection but would face new challenges with AFTA tariff reductions. The study aims to identify steps companies took to boost competitiveness in technology, design, costs, quality and new markets in response to impending AFTA liberalization.
This document provides an introduction to technology commercialization. It discusses how the Innovations Group at the University of Toronto helps researchers commercialize ideas by assessing commercial potential, obtaining intellectual property protection, providing funding and business development support, and licensing or starting new companies. It then summarizes key factors to consider in evaluating a technology's commercial potential, including intellectual property, the technology itself, market opportunities, and the capabilities of the research team. Finally, it discusses options for commercializing a technology through licensing or starting a new company, and considerations for obtaining early-stage funding.
• Make Versus Buy
• Benefit of Outsourcing
• Source of Supplier Information
• Strategis Selection
• Supplier Relationship Management (SRM)
• Industry Example
Supply Chain Management in the Motor Vehicle Industry, the Example of Mini.aguesdon
The powerpoint presentation based on my dissertation. It is much less complete than the dissertation itself, as the presentation must only last 3 minutes.
Please feel free to leave any comment or suggestion !
Satellite Applications Catapult Centre OverviewA. Rocketeer
The document proposes establishing a Satellite Applications Catapult Centre to drive innovation in satellite technology and applications. Satellites can provide global communications, broadcasting, positioning and observation. The centre would provide end-to-end capabilities to help ideas commercialize, link existing space companies with new players, and prototype new applications like mobile communications and environmental monitoring to generate economic growth. It recommends establishing the centre to help overcome challenges of commercializing research and industrializing innovations in satellite technologies.
Peter Lanfermann Vodafone D2 LTE deployment in GermanyErwann Thomassain
Peter Lanfermann Vodafone D2 LTE deployment in Germany - slides from the latest Amdocs InTouch Business Forum that took place in Singapore in June 2011
This document provides an overview of Qualcomm's business in 2003, which included developing CDMA integrated circuits and system software (Qualcomm CDMA Technologies), granting licenses to use their intellectual property portfolio (Qualcomm Technology Licensing), and various business groups pursuing opportunities in wireless internet services, wireless data messaging services, digital media, and strategic investments (Qualcomm Wireless & Internet Group and Qualcomm Strategic Initiatives). The document also briefly touches on Qualcomm's technology leadership in 3G CDMA technology and the expanding market for 3G wireless technology.
Eurocopter uses Rusada Software for configuration management across several business units:
1) The CAMO in Marignane, France uses it to provide EASA-approved continued airworthiness management for Eurocopter's product range globally since 2009.
2) The SLT manages 80 aircraft for the French Army across bases in France and Afghanistan since 2007.
3) Eurocopter UK's subsidiary in Oxford has used it since 1991 for completion, retrofit, CAMO, MRO, and parts sales activities.
IT-as-a-Service: Cloud Computing and the Evolving Role of Enterprise ITBob Rhubart
The document discusses Oracle Enterprise Architecture and IT-as-a-Service. It provides the NIST definition of cloud computing which describes cloud models as enabling on-demand access to shared configurable computing resources that can be rapidly provisioned. The definition notes the essential characteristics of cloud computing include on-demand self-service, broad network access, resource pooling, rapid elasticity, and measured service. It also lists the common cloud service models of SaaS, PaaS, and IaaS and deployment models of public cloud, private cloud, community cloud, and hybrid cloud. Finally, it outlines how cloud computing impacts different layers of IT architecture from a business, application, information, and technology perspective.
TeleResources is an independent engineering consulting company founded in 1983 based in Sydney, Australia that provides wireless technology services globally. Their services include radio network planning, optimization, auditing, transmission planning, and consulting. They utilize software tools like Atoll and Capesso for network planning and optimization, and have tools for drive testing, optimization, and end-to-end network analysis using deep packet inspection techniques. Their value is in leveraging engineering expertise with proprietary software.
The document discusses planning for a cloud implementation. It outlines assessing applications for suitability, identifying common use cases like shared development environments, and developing a roadmap for cloud adoption. The roadmap involves standardizing, consolidating and automating processes initially before optimizing cloud operations. It also emphasizes having the right capabilities across areas like architecture, governance and operations to successfully adopt cloud services.
The document discusses planning for a cloud implementation. It addresses creating a business case for cloud computing, challenges in cloud adoption like provisioning capacity and gaining organizational support. It also covers reasons for choosing private cloud over public cloud, with security, quality of service, long-term costs and customization needs cited as key factors. Finally, it recommends inventorying existing applications and workloads as an important first step in planning a cloud migration.
Kurt De Somviele has over 20 years of experience in quality management roles. He has worked in quality positions at several companies, including Tele Atlas, Barco, Bombardier Transportation, and Newell Rubbermaid - Dymo. His experience includes implementing quality standards like ISO 9001 and ISO/TS 16949, as well as quality tools such as APQP, FMEA, and problem solving methods. He has managed international quality teams and focused on areas like process improvement, supplier quality, and new product development.
This is a list of some of our partner companies and a description of Super Spec, a cloud program that presents a universal language that will meet the requirements of all trading partners.
The document discusses the Mine Resistant Ambush Protected (MRAP) Vehicle Program. It provides an overview of the program including that over 27,000 vehicles were procured in less than 3 years and over 23,000 were fielded to warfighters. It also discusses the large budget of over $47 billion and transition plans for the program to transition from a joint program office to management by individual military services.
11 Strategies to Deploy PCI Compliant NetworksCradlePoint
Companies that store, process, or transmit credit card information must comply with the Payment Card Industry Data Security Standard (PCI-DSS).
Failure to comply can result in fines, lawsuits, and even bans from processing credit cards. Even worse, companies that are breached can find themselves in the news headlines, significantly impacting goodwill with customers, partners, and shareholders.
HP Service Delivery Platform 3.0 Launchgrahamwright
This document discusses HP's Service Delivery Platform (SDP) 3.0 launch. SDP 3.0 focuses on capitalizing on Web 2.0 capabilities to attract more developers, create more flexible services, and better target services to facilitate a two-sided business model. New features in SDP 3.0 include a RESTful gateway, enhanced service enablers, a revenue management module, service orchestration manager, and next generation storefront portal. These new capabilities are designed to make service innovation easier for developers and help monetize assets and partnerships.
The document provides information about an upcoming conference on offshore support vessels to be held from 23-26 April 2012 in Singapore. The conference will feature global industry leaders and experts speaking on topics such as commercial and finance trends, shipowner panels, contracting opportunities, and best practices. It will also include presentations on specialized topics like the offshore support vessel market in the Gulf of Mexico and ship performance/energy efficiency. The conference is expected to draw over 500 attendees from 40+ countries. It is being held in conjunction with Asia's largest offshore support vessel conference and will include networking opportunities.
Ideal Systems, Inc. is a leader in enterprise contract management solutions for the pharmaceutical industry. For over a decade, it has provided products and services to top pharmaceutical companies to identify and recover revenue. Ideal Systems retains all clients, and has an experienced management team and expertise in pharma, business, and technology. It implements contract management solutions through standard deployment approaches involving project initiation, planning, implementation, and control.
Aras how-to-think-about-aras-integrationshisatsugum
The document discusses different methods for integrating Aras Innovator with external systems. It outlines integration technologies from flat file integration to federation integration in order of increasing capability and implementation effort. All integration methods ultimately involve converting data to and from Aras Markup Language (AML) for communication between systems and Aras Innovator. Examples of specific integration technologies described include flat file integration using method code to convert files to AML, and AML-lite integration transforming external XML to AML using XSLT.
The document describes e2eHub, an integration platform that allows for collaboration between energy trading applications. e2eHub provides a single platform for integrating data between energy trading partners to streamline processes like contracts, inquiries, movements and invoices. It also provides a way to bring market data into trading applications from exchanges. Outsourcing the hub provides benefits like reducing costs and implementation times while allowing organizations to leverage economies of scale and standard information exchange.
The document discusses challenges related to integrating mainframe applications. It notes that customer applications may span mainframe, PC, Unix and other environments. The complexity of existing application portfolios is also highlighted, with a sample application diagram showing dependencies across multiple systems. Simplifying such complex application landscapes and enabling integration between new and legacy platforms is presented as an opportunity that service providers can address.
Similar to Transnet’S Competitive Supplier Development Program (Csdp) (20)
Trip Optimizer is a locomotive control system enhancement applicable to diesel-electric hauled freight that can achieve double-digit fuel savings. Energy savings derive from managing train momentum, with anticipation of its effects, to reduce the net energy outlay by the train as it completes a trip. GE’s system has two major components: the first is a planning system that derives an optimal way to drive the train (throttle together with a corresponding speed trajectory versus distance) subject to speed restrictions along the route and locomotive operating constraints; the second is a dynamic control system that executes the plan closed-loop, correcting for modeling errors from various sources and assuring proper train handling consistent with railroad requirements. To compute a plan, information about the track to be traversed (grade and curvature versus milepost), the power consist makeup (number and type of operational locomotives) and load (tonnage, train length etc) is required together with updated speed restrictions, work crew locations, and other constraints that may vary from day-to-day. This paper first gives an overview of the Trip Optimizer system in operation as implemented on GE Evolution locomotives. Next, key components in the architecture are briefly described, including how the system is operated with the aid of graphic interfaces. Results of pilot testing of the production system on various revenue service trains on Class 1 railroad’s territories are then summarized to demonstrate actual fuel savings in the 4-13% range while achieving acceptable train handling.
Transnet has developed its first Supplier Development Plan (SDP) as part of South Africa's Competitive Supplier Development Programme (CSDP). The CSDP aims to develop local industries to competitively supply state-owned enterprises and contribute to economic growth. Transnet conducted an internal spend analysis and identified priority areas of rolling stock and port equipment for supplier development interventions. The SDP was developed through consultation with industry and aims to reasonably localize Transnet's supply chain while promoting local industry. Key challenges to implementing the CSDP include developing local supplier capacity to meet increased capital expenditure demands.
- Transnet Freight Rail aims to grow coal volumes transported to Eskom, South Africa's state-owned electricity utility, by six times over the next 8 years to support Eskom's expansion of coal-fired power plants.
- Tight management of the entire coal supply chain from mining to power plants is key to growing South African coal exports. Rail transport is the most capital intensive part of the export coal supply chain.
- Through collaboration with customers, Transnet Freight Rail has improved coal line performance, delivering over 25,000 more wagons than contracted volumes in the past 12 weeks to support South Africa's economic growth through electricity expansion.
The increasing role of ship repair in southern African Ports - Part 2 of 2Railways and Harbours
This document discusses issues with South Africa's ship repair industry, including a lack of dry dock infrastructure and availability, high rental costs, and loss of business to other countries. It notes that South Africa only has one large dry dock per major port, while other countries have multiple docks per shipyard. This limits flexibility and capacity. It argues that concessions allowing shipyards to operate dry docks could boost investment and the industry's competitiveness. Without changes to address these problems, South Africa risks losing more ship repair projects and business to countries like Namibia.
The increasing role of ship repair in southern African Ports - Part 1 of 2Railways and Harbours
Ship owners prioritize transporting cargo without port delays or breakdowns, as ships trade at high daily costs ranging from $20,000 to $800,000. Ships follow planned trade routes and enter ports to offload cargo, seldom stopping for repairs unless technical problems require the closest port. Ship repair services are needed within ports of call, though owners are reluctant to divert to non-planned ports for repairs unless for safety. The port of Durban is constrained for space as container traffic grows 22% annually, so moving ship repair activities to Richards Bay could be considered.
Transnet Future strategies and meeting increasing expectations of port uses, ...Railways and Harbours
Transnet's strategy involves two supply chain-focused approaches: a corridor-focused strategy to align port and rail capacity and operations, and a container hub strategy to provide supply chain benefits to cargo owners in South Africa and Sub-Saharan Africa. Transnet aims to establish Ngqura as an initial container hub utilizing state-of-the-art facilities and deep draft to attract transhipment cargo. Investments and operational improvements will focus on key corridors to satisfy market demand ahead of schedule in line with a complementary port system.
Transnet Capital Projects is expanding its infrastructure projects amid an economic downturn to prepare for the 2010 World Cup and future growth. Key projects include expanding rail lines and ports to increase capacity for iron ore, coal, and containers. Challenges include a global recession, but Transnet is committed to on-time project delivery and excellence through its customer-focused engineering and project management approach.
Optimising a multi-load container transport corridor in South AfricaRailways and Harbours
This document discusses optimizing container transport corridors in South Africa using an integrated approach. It outlines Transnet's investment plans, challenges with the current freight system, and how they are implementing a hub port concept and advanced data modeling system called SPARCS N4 to improve coordination between ports, rail, and customers. The system will provide end-to-end visibility across operations and integrated planning between ports, rail, and inter-terminal transfers to improve efficiency.
The document discusses the role of salvors in ship salvage operations. It notes that ship salvage is an uncertain field performed by unreliable people using questionable equipment. It then provides examples of past salvage operations involving ships that were aground, on fire, in distress or structurally damaged. The document outlines the services salvors provide, techniques used, and importance of reputation, expertise, resources and rapid response. It emphasizes that appointing a salvor early reduces risk and discusses the primary interactions and decision making involved in salvage operations.
Hub and Spoke shipping has the potential to grow in Southern Africa according to the document. Ocean Africa Container Lines currently operates a hub and spoke model with ports in South Africa, Namibia, Angola and Mozambique. For hub and spoke shipping to expand in the region, the key ports would need to increase capacity and infrastructure to efficiently handle transhipped containers and feeder vessel operations between ports.
Kalmar Industries South Africa is a manufacturer and provider of cargo handling solutions including automation products, consultant services, and terminal development. They have over 12,000 employees operating in over 160 countries. Some of their automation solutions include automatic stacking cranes, remote monitoring systems, and retrofitting existing equipment with automation technologies. They are also developing more environmentally friendly solutions and opening a training center in Durban, South Africa in 2010 to provide technical and maintenance skills training.
The document discusses changes in the transport industry and how the STC Group has adapted to survive. It has invested heavily in training and developing its human resources or "knowledge infrastructure". It provides training and education services globally to industries like shipping, ports, and logistics. Modern developments like larger ships and more sophisticated port facilities require specialized training to ensure the safe and efficient flow of information between all parties.
The document is a memo dated June 8, 2009 from Mr. Elias Mwenyo, who is the Manager of Sales & Services. As the manager, he likely wrote to provide an update or notification to employees regarding sales and services. The brief 3 line heading does not provide much contextual information to construct a more descriptive 3 sentence summary.
Vessel tracking, coastal surveillance and other navigational aids, particular...Railways and Harbours
Vessel Traffic Management and Coastal Surveillance for improved maritime security Steve J.NELL 5 March 2009 Cape Town International Convention Centre. The presentation discusses maritime domain awareness solutions provided by a company that is a leading supplier of vessel traffic management systems and AIS networks. It outlines the challenges facing port authorities, trends driving maritime domain awareness solutions, and the benefits these solutions provide for port security, including increased visibility of vessel traffic and ability to detect subsea activities to reduce risks.
The document summarizes South Africa's national freight logistics strategy and identifies several inefficiencies and challenges within the country's freight transport system. It notes issues like infrastructure shortfalls, inappropriate institutional structures, skills deficiencies, and outdated regulations. Specifically, it points to problems with the rail network being 35 years behind modern technologies and experiencing reliability issues. It also highlights challenges facing South Africa's ports, including poor design, lack of investment, and low productivity compared to international standards. The document advocates for implementing the national strategy to address these issues and promote sustainable growth of South Africa's freight transport sector.
The document summarizes information about piracy off the coast of Somalia, including statistics on pirate attacks in 2008, the organization and profit structure of Somali piracy rings, effects on global shipping, and examples of specific ship hijacking incidents.
Seaports & Port Cities in southern Africa: the economic benefits and landslid...Railways and Harbours
The document discusses the impact of the global economic crisis on sea transport markets and South African ports. It notes that shipping markets experienced a boom in 2008 but then a steep decline from late 2008 onwards. It predicts muted growth in container traffic and dry bulk cargoes in 2009. However, lower freight rates may increase the competitiveness of long-haul trades like those from South Africa. While the short-term outlook is bleak, lower rates could benefit some sectors in South Africa like bulk cargo exporters and port ancillary services in the longer run.
Corys TESS installed new simulation systems for Transnet Freight Rail, including 16 containerized simulators, an upgrade of 3 existing full-scope simulators (one with motion), and delivery over 9 dates from June 2008 to June 2009. The simulators will train drivers on 8 types of locomotives on a simulated 2700km of track, using computer-generated images. Corys TESS is a global leader in simulation technology with over 400 simulators for transportation, power, and other sectors.
The document discusses the history and development of National Railway Equipment Co.'s N-ViroMotive product line of low-emission locomotives. It describes the company's work since the 1990s to develop locomotives that meet increasingly stringent EPA emissions standards through the use of multiple diesel-electric gensets and advanced emissions control technologies. Test results show the N-ViroMotive locomotives reduce fuel consumption and emissions by 50-70% compared to conventional locomotives.
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Transnet’S Competitive Supplier Development Program (Csdp)
1. Transnet’s Competitive Supplier
Development Program (CSDP)
(Part 1)
Presented by Fanie van der Walt CSDP
Implementation Manager
2009-01-29
2. CSDP Purpose for Transnet
Background
• For the pat 30 years, the capacity of Transnet’s supply base for capital good has declined
along with their capital investment.
• However Transnet is now investing strongly in infrastructure again.
From NIPP to CSDP
• Cabinet approved the new policy on 25 January 2007
• The DPE established a Competitive Supplier Development Program (CSDP) to which Transnet
GCE formally gave notification in February 2007 to DPE that Transnet wishes to participate.
Programme Aim
• Transnet’s long-term aim with CSDP is to localise its supply chain of imported manufactured
goods or services to a reasonable level while promoting local industries and South Africa as an
off-shore site of choice for OEMs’ and multi-nationals’ procurement personnel.
• This will depend on Transnet’s ability to create a cohesive picture of future spend, to be the
catalyst for local suppliers’ investment in their own capacity and in their capability to meet
Transnet’s future manufactured equipment requirements.
Approach to CSDP
• To achieve this ambitious aim, over the next five years Transnet will implement CSDP in a
phased manner, starting off by engaging with opportunities in two priority-focus areas, namely
Rolling Stock and Port Equipment, while preparing SM staff to exploit emerging localisation
opportunities.
• Transnet’s CSDP rollout will be supported by a holistic Change Management Programme, which
will include a strong focus on stakeholder management and communication.
3. CSDP focus areas: Rolling Stock & Port Equipment
Transnet Spend 2008 – 2012*
4. CSDP: Current & Future Objectives
Focus Area
Focus Area
Focus Area Focus Area
Priority 1
Priority 2
Future Priority Focus Priority
Locomotives –
Infrastructure Other
components Harbour
and spares
5. Transnet’s CSDP Approach
Transnet’s CSDP phase one Strategic Approach will be to focus on Tier 1
suppliers and to assist them in engaging local Tier 2 suppliers
Supplier Supplier
Supplier Base
Development Development
Category Activities
Export
Transnet’s CSDP
Port Equipment Rolling Stock SM personnel
lobby with
Sphere of Control OEM Global
Sourcing Team
OEMs: Kalmar, Liebherr
OEMs: GE, GM, EMD,
Cranes, Straddle Carriers, SM personnel
Focus
Mitsui, Alstom, Siemens
RTGs, Tugs, Dredgers RFx process
Tier 1 and contract
OEM
Systems – negotiation
IP
Subsystems FDI
CSDP Focus
TRE
Suppliers’
SM personnel
Kalmar DCD advise on
Liebherr / CPS Projects available
UCW
Tier 2 Goods
partners and
Alstom SURTEES* s Services
TRE
Assemblies involvement
Transnet’s ED
Skills
Suppliers’ PP Focus
SM personnel
Focus
Tier 3 identify ED
opportunities
Components
Sphere of Influence
Transnet’s
PP Focus
Other
*SURTEES IS A WAGON MANUFACTURER IN MINING INDUSTRY
**ED – Enterprise Development / PP – Preferential Procurement
6. Railway and Harbour Association
& Tender Process
OEM’s
OPERATORS SUPPLIERS
SA Regional Rail and Harbor
SADEC
Tier 0 Tier 2/3 Tier 1
Operator process
Plan Tender RFP Award Contract Implementation
DEAD ZONE – NO COMMUNICATION OPEN ZONE - COMMUNICATION
7. Railway & Harbour Supply Chain Association
CSDP
(Transnet Contracts)
Meeting 15 Aug 08
(Operator)
+
Administration
+ www.rhsupplychain.com
(Railways Africa)
+ * Training
* Self Assessment
Meeting 25th Aug 08 * Final Assessment
Benchmarking
(OEM’s, Suppliers) * Networking
(UNIDO)
www.benchmark2grow.org
+ * Professionalization - IPSA
* CIPS/ NQF Qualifications
Skills Development * Boot Camps
8. Railway & Harbour Supply Chain Association
The initial foundations for the affiliation between UNIDO and CIPS is based on:
In the case of CIPS*
• to assist the purchasing and procurement officers of private and public organizations
• in gaining greater transparency on possibilities for local procurement in developing
country environments; and
• in making more informed procurement decisions.
In the case of UNIDO**
• to assist local enterprises in developing countries to be more visible and attractive as
suppliers; and
• expand their market access through supplier contracts.
RRA
Foundry Rail & Road Association
Foundation of
SARA
South Africa Southern African
(Supported by CSIR) Railway Association
9. New Association Structure
OEM’s
RHSCA
Operators
Suppliers
Communication
Administration & Marketing
Chair DPE
Steer Committee
Phillippa
(Founders)
Fanie, Karen - Transnet
Yolandi - IPSA
Working Group
Priority Work Streams (Focus areas)
CSDP: Fanie
IPSA - Yolandi
UNIDO - Herman
components and
Ports & Harbour
Locomotives –
Marketing & Admin - Phillippa
Infrastructure Current
Technology R&D - Phillippa
Priority 1
Priority 2
Priority 3
Priority 4
Priority
spares
Other
Foundry – Fanie Focus Area
OEM’s
Future
Suppliers
Priority
Other Operators
Focus Area
10. Professionalization: Benchmarking
Graduate Diploma Leading Supply Chain Strategic
6 in Purchasing and and Influencing Management Supply Chain
Supply in Purchasing in Practice Management
National Qualifications Framework Levels
Plus 2 choice units from 3 options
Legal Aspects in Purchasing and Supply;
Advanced Project Management;
Finance for Purchasers
Advanced Diploma Management in Risk Management Improving
5 in Purchasing and the Purchasing and Supply Chain Supply Chain
Supply Function Vulnerability Performance
Plus 2 choice units from 3 options
Marketing for Purchasers; Storage and Distribution; Operations Management
in the Supply Chain
Foundation Diploma Effective Purchasing Developing Measuring Managing
4 in Purchasing and Negotiation in Contexts Contracts in Purchasing Purchasing
Supply Purchasing Purchasing Performance and Supply
and Supply and Supply Relation
ships
Certificate in Understanding Purchasing Client and Securing Purchasing
3 Purchasing and the Purchasing Operations Supplier Supply in Action
Supply Environment Relationship
Introductory The Role and Systems Working with The
2 Certificate in Scope of and Suppliers importance
Purchasing and Purchasing Procedures of Purchase
Supply in Contracts
Purchasing
11. CSDP SUCCESSES TO DATE: PRACTICAL EXAMPLES
APRIL - DECEMBER 2008
• Achievements • Next steps
– –
Ports Kalmar has submitted the plan Working with Kalmar to
• Supplier to the DTI to satisfy their NIPP finalise the plan.
– Kalmar
obligations (over Euro 26m).
Implement
– Liebherr This plan will satisfy our
requirements, as it is a Cartego
School (fright solution training
for container cargo).
– Liebherr have considered two – Set up meeting end
CSDP options – both in training. November with Liebherr
The Austrian Ship-to-Shore to discuss next steps.
training school is at full capacity
and they want to create a
second site here. Also there is a
possibility to send welders to an
apprentice programme in
Ireland.
Rolling Stock – Ongoing
– GE
– SSM working with TRE continue
– EMD discussions on localised part
– MARS (Mitsui) manufacture, such as traction
motors, with GE and EMD for
current fleet.
– Other OEM’s (TBD)*
– SSM working with TFR on new
loco RFP documentation,
including CSDP.
* TBD = To Be
Determined
12. CSDP SUCESSES TO DATE: PRACTICAL EXAMPLES
APRIL - DECEMBER
• Area • Achievements • Next steps
– Ongoing
– Meeting with Operators & Suppliers
* Railways and Harbours
Supply Chain from Railways and Harbours occurred.
• Current
Association – Well attended
Activities
– Industry voted
– Nature & Mandate of Association
Established
– Web Page Created
– Networking
– AC DC Locomotive discussion
– UNIDO to perform training & perform
– UNIDO Training in progress to develop
final Supplier Assessments by end
Champions to perform benchmarking
February 2009; All suppliers to be
* Top 20 Strategic Local assessment (Tier 2 &3)
registered on Association & Yellow
Suppliers for Rolling
Pages database by end December
Stock (Loco’s)
2008
Identified- 80: 20
– Suppliers identified (Tier 2 &3) –
Principal All suppliers to be registered on
Association & Yellow Pages database
by end December 2008
* Top 60 Tactical Local
– Road shows were held with Suppliers
Suppliers for Rolling
Stock (Loco’s) – All suppliers to be registered on
Identified Association & Yellow Pages database
by end December 2008
– Interest shown by other SOE’s which
* Transnet Port Terminals contacted Transnet to assist in
–
Identifying Synergies Alignment meeting to be held
Supplier list
1December 2008 followed by future
rhythm meetings to Identify Synergies
* ESCOM & PetroSA
13. CSDP Challenges
April – October 2008
Resistance to Change
- Both Internally & Externally
- Transet was not allowed to Negotiate up to 2005
- Transet Business Units operated in Silo’s
Time Constraints
- Limited Resources
- Training & On boarding time of Suppliers
- Synchronization of Supplier Development & Capital Expenditure (Tenders)
Sustainability of Capability & Capacity Building
- Poor Sustainable Demand Management & Forecasting
14. Closing Summary
Continue with Capability & Capacity Building through:
- CSDP Methodology
- Working with RAILWAY & Harbour Supply Chain Association
- UNIDO Benchmarking
- IPSA Skill Development
Collaborate with other SOE’s
- Identify Synergies
- Combine efforts & Resources
- Share Lessons Learned & Successes
16. Transnet’s Competitive Supplier
Development Program (CSDP)
Part 2 (Supplier Benchmarking)
Presented by Fanie van der Walt CSDP
Implementation Manager
2009-01-29
17. The main objectives and value proposition for Benchmarking
• From a supply chain perspective we aim to achieve the following:
• Improved alignment between buyer and supplier organisations which improves the
effectiveness of the total supply chain;
• More sustainable trading relationships based on clear measures and expectations;
• An increase in local participation in both local and global supply chain
opportunities;
• A more sustainable business by accelerating the competitiveness of the
participating individual firms and the industry as a whole; and
• Providing suppliers with a network of support organisations and possible funding to
focus on specific change interventions.
The high level process
• The benchmarking and development process will be implemented in stages,
starting with the locomotive contracts and the harbour equipment contract
opportunities, from where it would be rolled out to other commodities.
18. A collaborative framework to accelerate
industrial development across the economy
Alignment
• Common assessment
• Benchmarking
• Cluster development
• Industry-wide development
• Shared IT platform
• Visibility
19. The Benchmarking and Supplier
Development Process
Supplier Benchmarking and Development Process
Inputs
• Benchmarking information
Improvement Cycle
• Comparative country strengths
• Other industry studies
• Supplier Development Plans
7
2 Do any local
1 Possible shortlisting
Identify focus Buyers capture suppliers meet
Buyers for participation in
areas for local requirements buyer
buyer’s supply chain
procurement (assisted by UNIDO) requirements?
3
UNIDO facilitates access to govt./buyer/donor
Invite all potential
supplier development programmes
UNIDO suppliers to
participate
4 5 6
Assisted self Develop Implement
Suppliers
assessments improvement plan improvement plan
Ongoing improvement cycle
20. Competitiveness is increasingly driven by the
ability to integrate within a broader network
of organisations
Supply
Value Drivers
Chain
• Strategy Execution
Community
• Customer Centric
Strategic
• Market Responsiveness
Business Value
Collaboration
Extended
• Performance Excellence
Supply
• Organisational Efficiency
Extended
Chain
Marketplace
Industry Community
Integrated
Enterprise
SC Execution Integration
Cross-
Functional
Customer Integration
Integration
Supplier Alignment & Collaboration
The
Fundamentals Integrated Business Planning
SC Visibility
Process Alignment
Key Measures
Isolated
Level of Integration
Improvements
Network
Functional Supply Chain
Business
Hierarchical Process
21. The immediate focus is to facilitate the participation of the rail and
harbour community through the following process:
• On-boarding workshops: This entails a series of workshops,
including owners and operators to discuss the initiative with the Railway
and Harbour supply chain community and gain commitment for those
companies interested to participate.
• Participation registration: Organisations provide their basic
information on the benchmarking web site www.benchmark2grow.org.
• Training invitation. Organisations that are registered on the web site
will be invited for a training programme.
• Training courses: A two day training course which should ideally be
attended by a senior executive who is overall accountable for
competitiveness and growth within the organisation, and the operational
person who would implement the initiative.
• Implementation: Supplier benchmarking and development process
including benchmarking, development plans and support.
• CSDP Implementation Champions:
22. Working throughout the infrastructure development
programme supplier network
Typical Supply Chain Structure Focus of Procurement Teams
Buyer
Procurement teams embed
local procurement
Buyers Tier 1 Suppliers
(i.e., OEMs,
requirements in RFx and
Sphere of System
contract negotiation process
Control Integrators)
Buyers Tier 2 Suppliers
(i.e., System or Subsystem
Sphere of
Procurement teams identify
Assemblers)
Influence
ED opportunities and advise
on available partners
Tier 3 Suppliers
(i.e., Component Manufactures)
Tier 3 Suppliers
(i.e., Other Input Industries
23. It provides a detail view of performance gaps, what
to do about it and who can
assist in doing so
Below Expectations Exceed buyer expectations
Financial Performance
• Cost management
• Productivity
Output Areas
• Financial Stability
Customer Performance
• Product Quality
• Service Quality
• Customer responsiveness
Internal Processes
• Operations Management
• Supply Chain Management
Building Blocks
• Information Management
• Corporate Governance
Learning and Growth
• Leadership
• Human Capital Management
• Safety and Health
• Environmental Management
24. The programme deploys a common framework to rate
competiveness and develop this in line with contract
and/or management expectations
Supply chain matrix
• The benchmarking framework provides the ability to
Ability to minimise risk
strategically position a company in terms of it ability
Expectations
to minimise cost and risk performance. This can be
cascaded into the detail evaluation of each of the
underlying performance areas.
Current
• It then provides the means to identify the
competitiveness
rating development areas in line with management and/or
customer expectations.
• It provides the means to determine what needs to be
Ability to minimise cost
done to address development gaps and who can
assist in this.
Financial Performance
• Cost management
• Productivity
Output Areas
• Financial Stability
• It then provides the management team with visibility
Customer Performance
• Product Quality
on the ongoing development of the organisation,
• Service Quality
• Customer responsiveness
which can also be provided to customers and other
Internal Processes
• Operations Management
stakeholders.
• Supply Chain Management
Building Blocks
• Information Management
• Corporate Governance
Learning and Growth
• Leadership
• Human Capital Management
• Safety and Health
• Environmental Management
Broad-Based BEE contribution: 9 8 7 6 5 4 3 2 1