This document summarizes a presentation given by Edward Jimenez, Sr. Sourcing Leader at US Airways, about using spend analysis and e-sourcing technologies. The presentation discusses:
1) An overview of the US airline industry and US Airways, including financial details and operational metrics.
2) How the procurement function at US Airways was reengineered, including addressing issues with people, processes, and tools.
3) The sourcing strategy process model used to drive strategic sourcing and provide greater value to customers.
4) Examples of sourcing strategies for aircraft appearance and office supplies that utilize metrics, scorecards, and key performance indicators to manage supplier performance.
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.
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.
Leveraging Lean Thinking in Credit Unions: Three Ways to Improve Member Service While Reducing Costs.
In today's competitive environment, member service is a top priority for credit unions. At the same time, there is an increased pressure to do more with less and reduce costs. The adoption of Lean principles and tools provides an opportunity for credit unions to engage employees and simultaneously improve member service and reduce costs.
Learn the basics of Lean and how it can be applied to credit unions. Hear from Randolph-Brooks Federal Credit Union about how they are leveraging Lean methods to make significant improvements in:
* Branch Channel Lending
* Call Center Member Service
* Branch Resource Management
Leveraging Lean Thinking in Credit Unions: Three Ways to Improve Member Service While Reducing Costs.
In today's competitive environment, member service is a top priority for credit unions. At the same time, there is an increased pressure to do more with less and reduce costs. The adoption of Lean principles and tools provides an opportunity for credit unions to engage employees and simultaneously improve member service and reduce costs.
Learn the basics of Lean and how it can be applied to credit unions. Hear from Randolph-Brooks Federal Credit Union about how they are leveraging Lean methods to make significant improvements in:
* Branch Channel Lending
* Call Center Member Service
* Branch Resource Management
Paradox Routing Tool Overview and Quick Tourparadoxsci
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Total Cost of Ownership, what is it ? and why do we need to know more about it.Ashraf Osman
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1
MIS 673 Cyber Security Governance
Assignment 1
Upward Bound Airlines Caselet
Profile
• International airline, founded in 1980, serving 31 cities; 16 in the US, two in
Canada, two in Mexico and 11 in Europe.
• International headquarters in Chicago, Illinois, USA; with a small office at each
airport and five regional offices
• Has approximately 9,000 employees and a few hundred long-term contractors
Company Profile – Upward Bound Airlines
2
• Financed, for the most part, by investment banks, it has grown
from a small, �hometown� airline into a profitable international
carrier. The �secret sauce� for Upward Bound is efficiency of
operations.
• All airplanes are the same basic model and version, and this airline
has spare parts for airplanes at every airport out of which it
operates. These two key factors have led to the lowest time per
repair in the industry.
• Additionally, ground operations, including maintenance, baggage
handling, fueling, etc., are extremely efficient, leading to, amongst
other things, the best on-time record in the industry.
• At the same time, though, Upward Bound has been squeezed by
the high cost of aviation fuel and, unfortunately, the standard
model of airplane that this company uses is not particularly fuel
efficient.
Background Information – What We Do
3
What we do
Org. Structure
Departments
Industry
Marketing
Financials
• The jet fleet is aging—the average age of an Upward Bound
airplane is 12 years—and the vice president (VP) of ground and
flight operations is pushing the idea of buying a new jet fleet.
• Doing so will drain the company of its cash reserves, but the
high cost of aviation fuel combined with the age of the jet fleet
make starting to replace jets soon inevitable. Upward Bound is
bracing for the anticipated cash crunch by putting austere cost-
saving measures in place:
• Reducing the workforce—up to 20 percent of employees will be
terminated by the end of the year
• Outsourcing most IT operations by moving to cloud computing
services
Background Information – What We Do
4
What we do
Org. Structure
Departments
Industry
Marketing
Financials
• Publicly owned company
• Last year the gross revenue was US $296 million and profit
was US $19 million
• Debt amounts to US $110 million
Background Information – Financials
5
What we do
Org. Structure
Departments
Industry
Marketing
Financials
Background Information – Org. Structure
6
What we do
Org. Structure
Departments
Industry
Marketing
Financials
CEO
Business Operations
Ground & Flight Operations
CIO
CFO
COO
CISO
External Relations
Administration
VP, Marketing
VP, Accounting
VP, Finance
VP, Infrastructure
VP, Application Development
Security Analyst
Public Relations Manager
VP, Human Resources
VP, Legal
Compliance Officer
The board of directors:
• Consists of highly qualified professionals made up of CEOs
and chief operations officers (COOs) of.
Closing the gap between Spend Analytics & Category Management_WeatherfordZycus
Consistent, accurate, timely, detailed spend analytics are just a starting point for Weatherford. This session by Procurement/SCM Director Michael Lariviere will focus on the collaboration he undertakes with Weatherford's spend category managers to ensure that spend analytics are being used to shape category management strategies and to drive outside-the-box thinking around how spend categories can be segmented and addressed by procurement.
Continuous Move Planner Overview and Quick Tourparadoxsci
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Similar to Use Spend Analysis & eSourcing Technologies to Drive Buy in and Compliance_US Airways (20)
The desire to become ‘trusted advisor’ to internal clients has become recognized as one of the keys to improving procurement performance and recognition within the organization. A recent survey has confirmed that, after cost reduction, improving procurement’s engagement with stakeholders is the most important priority for CPOs.
How can you increase stakeholders’ readiness to work collaboratively with procurement? How to engage stakeholder ‘clients’ – from ‘securing access’ to ‘making a good withdrawal’?
Have similar questions in your mind?
For Machines to truly learn – they must, not unlike Humans – be taught properly, providing them with complete, accurate data from which to establish patterns and draw inferences. The first step of teaching your machines to be able to effectively apply AI is to digitize and enrich the massive amounts of data being captured through core Sourcing and Vendor Management processes, such that the resulting data analytics represent a Master Class in Strategic Procurement – for your Machines.
The development of a Best-in-Class P2P program takes, among other things, sponsorship, effort, collaboration, vision, expertise, and supporting technology infrastructure. Superior program design also remains a critical element in the speed and level of P2P excellence and financial agility that is ultimately achieved.
This video is a recording of the webcast “Hey Nineteen: Procurement’s Playbook for 2019“ that was hosted by Zycus in association with The Hackett Group and SIG. The webcast features a presentation by Christopher Sawchuk, The Hackett Group on the findings of the recent Hackett study “Procurement Key Issues 2019” and a case study presentation by Brittany Muirhead, Brookdale Senior Living on the application of “Assisted Sourcing” as a part of their digital transformation journey. The webcast also features insights from Richard Waugh, Zycus on the application of technologies like AI, RPA in procurement for greater compliance, visibility, and savings.
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As the saying goes, “If you're not the lead dog, the view never changes”. For Zycus which has once again been positioned as a “Leader” in the newly published Gartner Magic Quadrant for Strategic Sourcing Suite Vendors for 2018 – just as was the case for the previous three iterations in 2017, 2015, and 2013.
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Beyond trends: The top 10 transformational realities redefining procurementZycus
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Hey Nineteen: Procurement’s Playbook for 2019Zycus
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• Client cases studies and partner success stories
• Zycus Partner Connect engagement model and support resources
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Digital Reinvention: Understanding Procurement’s Importance In The Emerging D...Zycus
The impact of technological breakthroughs in the emerging digital age is significant not only for procurement but for the enterprise as a whole. The reason for this is that 70% of digital innovations in industry “are delivered through the supply chain.”
Despite the important role that an organization’s supply chain plays in digital success, a McKinsey study found that of the companies that participated in their survey, only 2 percent report that the supply chain is part of their “forward-looking digital strategies.”
This 2 percent revelation raises two very important questions:
1. Why despite its recognized importance to organizations regarding the realization of their digital objectives is procurement not even on the radar screen?
2. What can procurement professionals do to elevate its presence and influence in the emerging digital world?
Join Procurement Insights’ Jon Hansen to answer these as well as other important questions regarding procurement’s digital reinvention along with the guest panel of industry thought leaders, Colin Cram & Rob Handfield who will talk about what must take place for you and your organization to digitally reinvent your future success.
Love Your Sourcing Strategy by Letting it Go
Access this presentation where our expert speakers will guide you on how you can responsibly put sourcing into the hands of distributed buyers and empower them to select their suppliers and scale procurement’s impact.
Learn to:
1. To identify the most common fears procurement experiences in the wake of decentralized buying
2. To understand the root cause of those fears so they can be overcome
3. To articulate the advantages (for procurement and the enterprise) of effectively managed distributed buying
E-Invoicing and AP automation come equipped with innumerable benefits and help save you money & increase efficiency.. But before taking the important step towards going paperless, there are countless factors to consider around areas likes top management’s approval, the best-fit solution provider, supplier adoption, the likely ROIs, training etc.
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4. Characteristics of the best-in-class AP Organizations
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Raising the Bar in Procurement Through DigitizationZycus
As businesses across virtually every industry face pressure to remain on the cutting edge of technology to maintain competitive advantage, the role of today’s CPO is about going beyond the numbers.
View this presentation on "Raising the Bar in Procurement Through Digitalization" and learn how the procurement digitalization is driving significant improvements. Including:
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This presentation will address key P2P trends within the overall Procurement landscape. Whether it is the buzz around robotic technology, digital transformation or IoT, understanding trends in P2P becomes more valuable when seen in a business context.
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• Best practices defining vendor management, savings maximization, procurement and invoicing automation, catalog management and technological integrations
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• How to plan and take action ahead of a procurement transformation
Addressing the Digital Transformation Mandate: A Middle Market Procurement Pe...Zycus
Need more insights? An On-Demand Webinar on the topic
"Addressing the Digital Transformation Mandate: A Middle Market Procurement Perspective" can be accessed here: http://zyc.us/2FJWCGx
Addressing the Digital Transformation Mandate: A Middle Market Procurement Perspective
Everywhere you turn today, there is discourse around the topic of digital transformation. But for many, there is no exact definition for what this means, how to execute it and its potential impacts. This is especially true for the middle market companies that may be more constrained in the resources they can dedicate to digital transformation initiatives. While pundits like to talk about the future, most are still scrambling to adapt and transform their businesses for meeting this new global mandate.
To shed some light on procurement’s digital transformation, Zycus will be joined by the Hackett Group for a discussion grounded on research based insights to help middle market companies get a better handle on the concerns and trends that differentiate them from larger organizations. Topics to be covered during this presentation include -
- Defining what digital transformation can mean for procurement
- Priorities noted by middle market organizations looking for transformation
- The value digital transformation can provide
- 5 Pillars for taking on the digital transformation mandate
Need more insights? An On-Demand Webinar on the topic “Branding Procurement” can be accessed here: http://zyc.us/2GmSwSA
Branding Procurement
As someone who has been in the supply world for more years than I would care to admit, the old Rodney Dangerfield lament about getting no respect was second only to the "we want a seat at the table" refrain.
While the profession as a whole had made some advancements beyond the days when CFOs considered our enterprise contributions to be either minimal or non-existent, it is still safe to say that we procurement professionals have not properly branded ourselves and the value we bring to our organizations.
"Some executives used to think of procurement as the place you send staff away in order to never see them again." - Leading Procurement Strategy, Carlos Mena, Remko van Hoek, Martin Christopher
In this presentation, (sponsored by Zycus), have a look at where procurement as a profession was, where are they today, and what they have to do to realize their full potential in the future.
Need more insights? An On-Demand Webinar on the topic “Branding Procurement” can be accessed here: http://zyc.us/2GmSwSA
Branding Procurement
As someone who has been in the supply world for more years than I would care to admit, the old Rodney Dangerfield lament about getting no respect was second only to the "we want a seat at the table" refrain.
While the profession as a whole had made some advancements beyond the days when CFOs considered our enterprise contributions to be either minimal or non-existent, it is still safe to say that we procurement professionals have not properly branded ourselves and the value we bring to our organizations.
"Some executives used to think of procurement as the place you send staff away in order to never see them again." - Leading Procurement Strategy, Carlos Mena, Remko van Hoek, Martin Christopher
In this presentation, (sponsored by Zycus), have a look at where procurement as a profession was, where are they today, and what they have to do to realize their full potential in the future.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
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https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
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Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
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This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
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Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
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All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
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LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
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During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
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- Visualization tools to display your network;
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The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
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Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
UiPath Test Automation using UiPath Test Suite series, part 4
Use Spend Analysis & eSourcing Technologies to Drive Buy in and Compliance_US Airways
1.
2. Use Spend Analysis and e-Sourcing technologies to drive
buy-in and compliance
Presented by: Edward Jimenez
Sr. Sourcing Leader
US Airways
October 22, 2012
3. Key Messages
Why it’s important to know your customers and the
industry they serve
Delivering value through People, Processes & Tools
Understand the enabling power of your spend analysis
and e-Sourcing tools
Our ―Desired End State‖ for Corporate Purchasing
4. Agenda
U.S. Airline Industry
US Airways Overview
Reengineering the Procurement Function
Desired End State
Delivering Value
5. U.S. Airline Industry
Capacity Management
Ancillary Revenue
– (US Airways > $500M in 2011)
Consolidation
Fuel is 25 to 32% of Operating Expenses
– US Airways does not hedge (since 2009)
Quality Cabin Service is a key advantage
– 1st Class (Domestic)
– Envoy (International)
6. US Airways Overview
US Airways Chronology
1939 - 1953 1968 1972 1979 1988 / 1989
All American Aviation Allegheny Merges Allegheny Acquires Allegheny Changes PSA & Piedmont
/ Allegheny w/Lake Central /Mohawk Airlines Name to USAir Merge w/USAir
Airlines
1992 1996 May 2005 Sept. 2005
USAir & Trump Shuttle USAir is named America West & US Airways & America
Begin Marketing US Airways US Airways announce West Merger complete
Affiliation plans to merge
7. US Airways Overview
Fact Sheet
Total Daily Flights: 3,197 daily departures (1,268
US Airways Mainline 1,929 US Airways Express)
Total Employees: 32,306 (as of 7/1/2012)
– Pilots: 4,234
– Flight Attendants: 6,817
Headquarters – Maintenance and Related: 3,522
111 W. Rio Salado Pkwy. – Fleet Service: 5,779
Tempe, AZ, 85281 United States – Airport Ticket/Gate: 5,010
(480) 693-0800 – Reservations: 1,580
http://www.usairways.com – Other: 5,364
Hub Operations:
– Charlotte Daily Flights: 633 (264 US Airways Mainline, 369 US Airways Express) Gates: 65
– Philadelphia Daily Flights: 453 (148 US Airways Mainline, 305 US Airways Express) Gates: 87
– Phoenix Daily Flights: 287 (189 US Airways Mainline, 98 US Airways Express) Gates: 56
Focus City:
– Washington, D.C. Daily Flights: 214 (55 US Airways Mainline, 159 US Airways Express)
Gates: 16
8. US Airways Overview
Across the board, US leading the industry Operations
Good
Good
Flights that depart on time Flights that arrive on time
Good
Good
Bags that don’t arrive on time Scheduled flights completed
9. US Airways Overview
Financials
Not only has US Airways set several operational records, but we also reported a record quarterly
profit. Additionally, we’re ahead of our peers in pretax margin performance, which indicates how much
of every dollar of revenue collected the Company keeps.
2Q12 Pretax Margin 14.7₵- AS
• Operating Revenues:
9.7₵— WN
8.6₵— US 2011 2010 2009
= 6.7₵— B6
6.1₵— DL • Mainline $8,501 $7,645 $6,752
5.5₵— UA • Express $3,061 $2,821 $2,503
1.5₵— AA • Cargo $ 170 149 100
• Other $1,323 $1,293 $1,103
• Totals $13,055 $11,908 $10,458
10. US Airways Purchasing Groups
Fuel Administration Supply Chain / Procurement Corporate Purchasing
Fuel Hedging & Supply Technical Purchasing Aircraft Appearance
‒ Repair Analysis Clubs
Fuel Operations ‒ AOG’s / Spare Parts Company Store
‒ Ground Support Equip. Corporate / Distresses Travel
Corporate Finance / Fleet Copy Center / Print Shop
Power Plant Programs
Administration HR Software
‒ Contracts & Leasing
InFlight (Dinning & Cabin)
Light / Heavy Maintenance IT / Telecom Support
Warehouse & Distribution Mail Services
Material Planning Marketing
Multi-Function Copiers
Printed Materials
Office Supplies
Safety
Uniforms
US Airways does not hedge (since 2009)
12. Reengineering the Procurement Function
Understand the Mess
Current State
Teaching the Monster to Change
Where do you start?
Sourcing Strategy Process Model
Plan and Execute
14. The Mess
People Processes Tools
Skills Common
Systems
Corporate
Purchasing Enterprise
Training
Aligned
Customers Material Sourcing
Suppliers
Budgets Strategy
Bill of
Functions Metrics &
Materials
Statement Ethics & Scorecards
of Work Integrity
Best
Practices Contract
Unions
Management
17. Corporate Purchasing Functional Excellence
People Tools & Systems
• Demonstrate Highest Ethical Standards
• Spend Analysis & eSourcing
• Capabilities and Skills for the Future
(Recruiting) • ShopUS / Sceptre (Authorization Levers)
• Engaged, Diverse Workforce • E5 / Data Warehouse (Accounting tools)
• Share Point (Purchasing Website)
• Detailed Customer Knowledge and focus
Processes
Preferred Suppliers
• Enterprise Aligned
• Valued Relationships
• Gate Reviews (Project Approval
Process) • Global Supply Chain Networks
• Project Management Best Practices • Continuous Improvement
• Sourcing Strategy Process Model • Quality and Performance Driven
• Demonstrate Highest Ethical
Standards
Delivering Value
18. Teaching the Monster to Change
Where are we going?
How are we getting there?
19. Where do you start?
People Processes Tools
Ineffective, tactical, reactive, n No Standard Processes Limited Data / Spend Visibility
on-strategic thinking
Limited Policy Enforcement Poor or Limited use of Technology
Limited customer knowledge
Cost Leakage Weak Invoice Reconciliation /
Decentralized organization Management
Processes not leveraged
High turnover Limited Long Term Forecasting
Limited Contracts & Price Approach
Tribal knowledge culture Agreements
Minimal Market Analysis
No clear career develop path
High Process / Labor Costs
Complex Union Issues
Limited 3rd Party Cost Structure
Analysis
20. e-Enabling our Business
Domestic Global
Procurement Supply Chain Supply Chain
Professional Strategic Sourcing
Standard Data Warehouse
and Tools
Detailed Customer Supplier Portal
Knowledge Transportation
e-Sourcing /Auctions
e-Collaboration & Data Transmittal
e-Purchase Orders & Payments
Project
e-PO File Management Finance
Management
Supplier Performance
Enabling Power of Our Tools
22. Sourcing Strategy Approach
The Corporate Purchasing function is transitioning from a transaction-oriented perspective to a strategic-
oriented enterprise. The Sourcing Strategy Process Model highlighted below will help drive
this transformation and provide US Airways customers greater overall value in the Supply Chain Process.
Sourcing Strategy Process Model
1 2 3 4 5 6
Conduct Develop Implement &
Profile Conduct Supply Issue RFP’s
Opportunity Commodity Manage
Commodities Market Analysis & Negotiate
Assessment Strategy Performance
Assess and prioritize Develop a detailed profile Conduct market Develop organization Develop and issue Implement contracts
opportunities based of commodities including analysis to identify wide commodity RFP’s based on and/or pricing
on a thorough spend profile & industry acquisition strategy sourcing agreements, continually
department-wide Specifications trends, supply & based on commodity strategy, conduct measure, track, and
spend analysis demand profile & supply market negotiations, evaluat manage performance
levers, potential new analysis e proposals and
suppliers, negotiation negotiate contracts &
levers, and available pricing agreements
contract vehicles
26. Office Supplies Strategy
Supplier A - ScoreCard Performance as of 9/18/2012
Monthly Status Performance Summary in 2012-2013
Metric # Description Owner Goal Actual Apr May Jun Jul Aug Sep Oct Nov Dec
1.5% Rebate
US01 Monthly Spend Bell/Miner $233.3K $ 327,418 B B B B B
1.5% Rebate
US02 Cum Spend Bell/Miner $1.166M $1.481M B B B B B
US03 Fill Rate Bell/Miner 98% 99.59% G G G B B
US04 Returns Bell/Miner <1.7% 0.87% R G G B B
US05 Order Size Bell/Miner <$50 @ 15% 17.35% G G G G G
US06 Customer Calls Bell/Miner <45 Avg 26 Y G G Y B
Measurement Codes:
B B = Blue Significantly ahead of plan
G G = Green On plan
Y Y = Yellow Marginally off plan
R R = Red Significantly off plan
Major Milestones:
4/1/11 06/2012 06/2013 06/2014 4/1/15 4/1/16
Annual Quarterly Annual Quarterly Annual Quarterly Start Sourcing Quarterly New Contract
New Contract Quarterly
Vendor Reviews Vendor Reviews Vendor Reviews Process Reviews Awarded
Awarded Reviews
Expo Expo Expo
27. Desired End States
Utilizing people, processes and tools to lower our CASM
(cost per available seat mile) and increase profitability!
We want to show our customer how we are approaching our sourcing strategy and moving from a transaction-oriented perspective to a strategic-oriented enterprise – and how this model will help us in this transformationWe have completed most of our fact-finding and data gathering in steps 1 and 2 of the process and will share key elements with you in the upcoming slidesAs highlighted in step 3, we are currently conducting the Supply Market Analysis and will show you our time-line for completion when we get to the “Next Steps” slide
Develop and Implement……Customer Metrics for our Monthly ReviewsOur Sourcing Strategy for Aircraft Appearance Products and ServicesSupplier Score Cards and Key Performance Indicators
Knowing your customers Bill of Material and Statement of work are essential to starting any strategic sourcing strategy
These are the Aircraft Appearance SKU’s33 SKU’s and 17 Suppliers are controlled by our distributor MLCO and will be integrated into our strategy