Value Republic is a consulting firm that helps clients optimize spending through three main approaches: 1) Optimizing volumes by implementing spend management practices like zero-based budgeting to control costs and volumes, 2) Optimizing prices through improved procurement practices and policies, and 3) Effectively reinvesting identified savings. They provide services like spend management, procurement training, and an e-sourcing tool. References are available upon request.
Active vs. Passive Money Management - Dec. 2011RobertWBaird
This document discusses the differences between active and passive investment management approaches. It notes that both approaches have merits and drawbacks, so the best strategy depends on an investor's individual needs and preferences. Active management aims to outperform benchmarks by closely managing investments, but has higher fees, while passive management tracks market indexes at lower cost but without potential for above-average returns. The document examines factors like market efficiency, manager performance, fees, time horizons, and tax considerations that influence whether active or passive is more appropriate for different investors and asset classes. It emphasizes the importance of thorough due diligence to identify managers more likely to outperform average peers.
Financial management concerns decision-making regarding asset size, composition, financing levels, and structure. Objectives provide a framework for right financial decisions and guide investment, financing, and dividend decisions. Common objectives are profit maximization and wealth maximization.
Profit maximization aims to increase profits and avoid decreasing profits. However, it is an ambiguous criterion that ignores risk, timing of benefits, and quality of profits.
Wealth maximization, also called value or net present value maximization, addresses the limitations of profit maximization. It uses precise cash flows rather than accounting profits, and incorporates risk, timing of benefits, and the time value of money to determine the worth of financial decisions. We
High Performance Through Procurement: The Role of TechnologyEmptoris, Inc
The document discusses how procurement technology can help companies achieve procurement mastery and high performance. It outlines four key ways that technology improves procurement: 1) spend management through increased visibility and tracking of spend activity, 2) supplier performance management, 3) sourcing, and 4) contract management. Leading procurement technology combines data extraction, normalization, and enrichment capabilities to provide a comprehensive view of company spend and identify opportunities for savings. This level of visibility and analysis allows procurement organizations to make better strategic sourcing decisions and quantify the financial benefits of procurement initiatives.
This document discusses profit centers and how to measure their profitability. It begins by outlining the objectives of discussing considerations for establishing profit centers, whether all business units are profit centers, and how production and marketing can be profit centers. It then provides details on defining profit centers based on measuring financial performance in terms of profit, advantages and difficulties of profit centers, constraints on business unit authority, and alternative ways to measure profit center profitability including contribution margin, direct profit, controllable profit, income before taxes, and net income.
This document provides an introduction to key concepts in managerial economics. It discusses how managerial economics applies microeconomic principles to real-world business decision making. The document outlines the decision making process and highlights important factors for managers to consider like objectives, constraints, alternatives, and implementation. It also examines concepts like profits, costs, revenues, and risk/return analysis to evaluate alternatives. Fundamental economic tools for analysis including marginal analysis, net present value calculations, and risk measurement are also introduced.
Farmer's Agribusiness Training Course: Module 5 - Agribusiness Management for...PiLNAfrica
This document provides an overview of a lesson on decision making and the differences between explicit and implicit costs for farmers. The lesson defines economic costs as including both direct and indirect costs, while accounting costs only include direct costs. It discusses how economic profit is calculated by subtracting total costs (explicit and implicit) from total revenue, while accounting profit only subtracts explicit costs. The lesson includes examples to illustrate these concepts and how farmers can use cost analysis to make decisions that maximize their economic profits.
Active vs. Passive Money Management - Dec. 2011RobertWBaird
This document discusses the differences between active and passive investment management approaches. It notes that both approaches have merits and drawbacks, so the best strategy depends on an investor's individual needs and preferences. Active management aims to outperform benchmarks by closely managing investments, but has higher fees, while passive management tracks market indexes at lower cost but without potential for above-average returns. The document examines factors like market efficiency, manager performance, fees, time horizons, and tax considerations that influence whether active or passive is more appropriate for different investors and asset classes. It emphasizes the importance of thorough due diligence to identify managers more likely to outperform average peers.
Financial management concerns decision-making regarding asset size, composition, financing levels, and structure. Objectives provide a framework for right financial decisions and guide investment, financing, and dividend decisions. Common objectives are profit maximization and wealth maximization.
Profit maximization aims to increase profits and avoid decreasing profits. However, it is an ambiguous criterion that ignores risk, timing of benefits, and quality of profits.
Wealth maximization, also called value or net present value maximization, addresses the limitations of profit maximization. It uses precise cash flows rather than accounting profits, and incorporates risk, timing of benefits, and the time value of money to determine the worth of financial decisions. We
High Performance Through Procurement: The Role of TechnologyEmptoris, Inc
The document discusses how procurement technology can help companies achieve procurement mastery and high performance. It outlines four key ways that technology improves procurement: 1) spend management through increased visibility and tracking of spend activity, 2) supplier performance management, 3) sourcing, and 4) contract management. Leading procurement technology combines data extraction, normalization, and enrichment capabilities to provide a comprehensive view of company spend and identify opportunities for savings. This level of visibility and analysis allows procurement organizations to make better strategic sourcing decisions and quantify the financial benefits of procurement initiatives.
This document discusses profit centers and how to measure their profitability. It begins by outlining the objectives of discussing considerations for establishing profit centers, whether all business units are profit centers, and how production and marketing can be profit centers. It then provides details on defining profit centers based on measuring financial performance in terms of profit, advantages and difficulties of profit centers, constraints on business unit authority, and alternative ways to measure profit center profitability including contribution margin, direct profit, controllable profit, income before taxes, and net income.
This document provides an introduction to key concepts in managerial economics. It discusses how managerial economics applies microeconomic principles to real-world business decision making. The document outlines the decision making process and highlights important factors for managers to consider like objectives, constraints, alternatives, and implementation. It also examines concepts like profits, costs, revenues, and risk/return analysis to evaluate alternatives. Fundamental economic tools for analysis including marginal analysis, net present value calculations, and risk measurement are also introduced.
Farmer's Agribusiness Training Course: Module 5 - Agribusiness Management for...PiLNAfrica
This document provides an overview of a lesson on decision making and the differences between explicit and implicit costs for farmers. The lesson defines economic costs as including both direct and indirect costs, while accounting costs only include direct costs. It discusses how economic profit is calculated by subtracting total costs (explicit and implicit) from total revenue, while accounting profit only subtracts explicit costs. The lesson includes examples to illustrate these concepts and how farmers can use cost analysis to make decisions that maximize their economic profits.
Spend management is the process of controlling and optimizing a company's spending. It requires reducing operating costs through activities like procurement, supply chain management, and e-sourcing. Spend analysis provides visibility into a company's spending through data collection and analysis to identify opportunities to cut costs, improve services, and add value rather than just cost cutting. It allows focusing on overall value generation through performance optimization and strategic sourcing rather than just cost reductions. Case studies show spend analysis can save companies millions annually by moving spending to better suppliers and gaining insights into market conditions.
Business as usual is no longer good enough to stay competitive.
The Journey to Procurement Excellence requires procurement adopting the language of the business and not the language of procurement, rigorous benchmarking processes, and deploying the right technology and using it in innovative ways to create new insights and continuously measure and improve performance.
Read The Journey to Procurement Excellence White Paper and learn how
best-in-class procurement organizations:
* Reduce Costs
* Maximize Working Capital
* Manage Market Volatility
* Mitigate Risk
For more information, please visit:
Emptoris website: http://www.emptoris.com/
Emptoris blog: http://emptorisinc.blogspot.com/
YouTube channel : http://www.youtube.com/emptoris
The document discusses strategies for optimizing accounts payable processes to reduce costs. It recommends analyzing payment methods and automating manual processes. Key steps include seeking the right mix of payment methods, automating processes, reducing processing times, making timely payments, and performing spend analysis. Companies could save over $1 million annually by automating payments and over $6.7 million by transitioning transactions to purchasing cards and optimizing procurement and invoice processing. Checks remain a costly payment method compared to options like ACH and cards.
In this thought provoking paper we talk about how in the last few years since the Great Recession, organizations have attempted to
Optimize supply chain operations and position themselves for growth over the next 3-5 years. This includes tapping “low-hanging fruit”
in the optimization journey, largely in the indirect sourcing transactional services such as logistics.
Procuring “direct” material, however, seems to be a relatively untapped opportunity for organizations to continue optimizing
their supply chains. Inevitably, companies can benefit significantly more by opting for an end-to-end framework
rather than through incremental improvements to direct spend management processes.
Innovative Outsourcing Deal Structures by Trowbridge Group Innovative Outsourcing Deal Structures by Trowbridge Group Innovative Outsourcing Deal Structures by Trowbridge Group, Ben Trowbridge, CEO & Managing Partner, Trowbridge Group, outsourcing, innovative, January 25, 2005
In this presentation we allocated a full day seminar every quarter to teach 1st and 2nd Year Associates the fundamental approach, processes and tools and techniques to begin working with their engagement team on their first Spend Reduction project.
At Monitor, as McKinsey or BCG we may seem to produce a lot of tools and guidelines that we expect staff to follow. But keep in mind with over 500 staff dedicated "just" to coming up with the new breakthrough model, approach, theory, tool or techniue we see it as a small price t pay to maintain our edge in a sector where superior client problem solving abilties and the latest breakthrough thinking are waht keeps us off the streets.
The document provides guidance on conducting a spend reduction project. It outlines a six-step approach including establishing a spend baseline, assessing the supply chain, performing a market analysis, rationalizing spend, recovering overpayments, and implementing improvements. The goal is to reduce operating expenses on purchased goods and services through various levers such as demand management, strategic sourcing, and tax minimization. Spend reduction can typically save 10-25% and identifies both short and long-term cost reduction opportunities.
Management accounting provides information to managers for planning, decision making, performance evaluation, and control. It deals with internal reporting for managers as opposed to financial accounting which prepares external financial reports for stakeholders. Some key differences are that management accounting is not confined to only financial data, focuses on future forecasts and budgets, and helps managers control operations. It covers areas like cost accounting, decision analysis, performance evaluation, and budgeting.
This document outlines the six steps of performance measurement: 1) Separate strategic goals into input and output dimensions, 2) Develop output measures for each goal, 3) Develop input measures for each goal, 4) Check measures against the SAVI framework, 5) Use an effective recognition system, and 6) Build an organizational culture that supports improvement. Key aspects of a good measurement system include focusing on effectiveness, objectives, and key performance indicators related to factors like customers, products, and finances. Input and output measures should be linked to categories like speed, accuracy, volume, and investment.
Equazion provides business analytics that empower our customers to improve their return on net assets. Our solutions identify profit-improvement opportunities across the different customer and product dimensions from a 360° perspective. For more information: www.equazion.com
The document discusses conducting a total cost of operations (TCO) analysis when making procurement decisions. It provides an overview of strategic sourcing and the Federal Strategic Sourcing Initiative (FSSI). It defines TCO and explains that TCO looks at all costs associated with an asset over its lifecycle, not just the purchase price. The document outlines key cost elements to consider in a TCO analysis, such as acquisition costs, lifecycle costs including maintenance and operations, and end of life costs. It emphasizes the importance of analyzing both cost elements and cost drivers to fully understand TCO. Examples are provided to illustrate TCO analyses for different commodity types like printers and cars.
Profitability and cost management are of increasing importance in today's difficult and rapidly changing markets. Summary level profitability reporting no longer suffices. To gain a competitive advantage, organizations must understand profitability beyond the usual lines of business, such as product line, service area, and customer segment. This presentation will demonstrate how Oracle Hyperion Profitability and Cost Management enables organizations to understand the true cost and profitability drivers within their business and empowers users with the visibility and flexibility to improve resource alignment, increase margins and ensure profitability.
The document provides 10 lessons learned from the recession for strategic sourcing organizations:
1. Bring more spend under management by identifying new categories beyond low-hanging fruit.
2. Reconsider spend analysis to provide supplier attributes, market insights, and savings prioritization.
3. Align the sourcing organization goals and structure to effectively achieve goals like increasing spend under management.
4. Expand category coverage to include previously untouched areas like legal services and benefits.
Financial statement analysis involves assessing a firm's past, present, and future financial conditions to identify strengths and weaknesses. Key tools include financial statements and ratio analysis, which standardizes information for comparisons of performance over time, against peers, and to industry standards. Ratio analysis is used for tasks like evaluating loan applications, creditworthiness, mergers, and investment opportunities. Ratios measure liquidity, leverage, activity/efficiency, and profitability.
This document discusses cost control and ways for companies to reduce costs. It defines cost control as methods used to monitor and improve business cost efficiency. Companies often cut costs in response to economic pressures. The document provides examples of cost control techniques like renegotiating contracts annually, discussing costs with customers, and matching payment terms to inventory turnover rates. It also lists areas where operational cost control can be applied, such as managing power/energy usage, fuel consumption, repairs and maintenance, projects, contracts and vendors.
This document discusses financial management objectives and decision criteria. It begins by defining financial management and its focus on decision making regarding assets, financing, and objectives. It then discusses two common objectives: profit maximization and wealth maximization. Profit maximization aims to increase profits but has limitations around ambiguity and ignoring other factors. Wealth maximization considers cash flows, risk, and the time value of money, making it a more appropriate objective. It provides a normative framework to guide investment, financing, and dividend decisions to achieve organizational goals.
Financial management is key to profitability. Ratios analyze financial reports by making numbers relative, such as sales to costs. The size of a restaurant's revenue indicates potential profit. An ideal sales per square foot is above $300. Prime costs include food, labor, and purchases, and should be 57-62% for profitability. Tracking controllable profit by subtracting prime and fixed costs from revenue encourages accountability. Industry averages provide benchmarks for expenses like labor, occupancy, and controllable costs. Best practices include inventory and financial reporting, negotiating credit card fees, and engineering product and processes for control.
The document provides guidelines for key account managers at ABC Food Co. It outlines responsibilities like developing annual contracts and customer plans, managing sales targets, product listings and promotions, as well as monitoring customer service and profitability. It also discusses managing the relationship with key accounts through annual contracts, sales reports, marketing plans, financial processes, merchandising in stores, and collaboration across internal teams. The goal is to strengthen relationships and achieve sustainable profitable growth aligned with ABC's overall strategy.
Delivering Value Beyond Savings_Cubist PharmaceuticalsZycus
This presentation will address how Cubist Sourcing has integrated itself with its business partners, and how it measures, monitors and reports the value it delivers to the business.
The document discusses how HR departments can use scorecards and dashboards to translate HR strategies into meaningful metrics and stay focused. It explains that the balanced scorecard approach involves setting objectives and metrics across four categories or "legs" - customer focus, financial performance, internal processes, and employee learning and growth. An effective balanced scorecard involves creating a strategic map linking these categories to overall organizational goals, then developing metrics at strategic, operational and tactical levels to monitor performance. HR plays an important role by ensuring employees have the skills and competencies needed to achieve goals in each category.
Spend management is the process of controlling and optimizing a company's spending. It requires reducing operating costs through activities like procurement, supply chain management, and e-sourcing. Spend analysis provides visibility into a company's spending through data collection and analysis to identify opportunities to cut costs, improve services, and add value rather than just cost cutting. It allows focusing on overall value generation through performance optimization and strategic sourcing rather than just cost reductions. Case studies show spend analysis can save companies millions annually by moving spending to better suppliers and gaining insights into market conditions.
Business as usual is no longer good enough to stay competitive.
The Journey to Procurement Excellence requires procurement adopting the language of the business and not the language of procurement, rigorous benchmarking processes, and deploying the right technology and using it in innovative ways to create new insights and continuously measure and improve performance.
Read The Journey to Procurement Excellence White Paper and learn how
best-in-class procurement organizations:
* Reduce Costs
* Maximize Working Capital
* Manage Market Volatility
* Mitigate Risk
For more information, please visit:
Emptoris website: http://www.emptoris.com/
Emptoris blog: http://emptorisinc.blogspot.com/
YouTube channel : http://www.youtube.com/emptoris
The document discusses strategies for optimizing accounts payable processes to reduce costs. It recommends analyzing payment methods and automating manual processes. Key steps include seeking the right mix of payment methods, automating processes, reducing processing times, making timely payments, and performing spend analysis. Companies could save over $1 million annually by automating payments and over $6.7 million by transitioning transactions to purchasing cards and optimizing procurement and invoice processing. Checks remain a costly payment method compared to options like ACH and cards.
In this thought provoking paper we talk about how in the last few years since the Great Recession, organizations have attempted to
Optimize supply chain operations and position themselves for growth over the next 3-5 years. This includes tapping “low-hanging fruit”
in the optimization journey, largely in the indirect sourcing transactional services such as logistics.
Procuring “direct” material, however, seems to be a relatively untapped opportunity for organizations to continue optimizing
their supply chains. Inevitably, companies can benefit significantly more by opting for an end-to-end framework
rather than through incremental improvements to direct spend management processes.
Innovative Outsourcing Deal Structures by Trowbridge Group Innovative Outsourcing Deal Structures by Trowbridge Group Innovative Outsourcing Deal Structures by Trowbridge Group, Ben Trowbridge, CEO & Managing Partner, Trowbridge Group, outsourcing, innovative, January 25, 2005
In this presentation we allocated a full day seminar every quarter to teach 1st and 2nd Year Associates the fundamental approach, processes and tools and techniques to begin working with their engagement team on their first Spend Reduction project.
At Monitor, as McKinsey or BCG we may seem to produce a lot of tools and guidelines that we expect staff to follow. But keep in mind with over 500 staff dedicated "just" to coming up with the new breakthrough model, approach, theory, tool or techniue we see it as a small price t pay to maintain our edge in a sector where superior client problem solving abilties and the latest breakthrough thinking are waht keeps us off the streets.
The document provides guidance on conducting a spend reduction project. It outlines a six-step approach including establishing a spend baseline, assessing the supply chain, performing a market analysis, rationalizing spend, recovering overpayments, and implementing improvements. The goal is to reduce operating expenses on purchased goods and services through various levers such as demand management, strategic sourcing, and tax minimization. Spend reduction can typically save 10-25% and identifies both short and long-term cost reduction opportunities.
Management accounting provides information to managers for planning, decision making, performance evaluation, and control. It deals with internal reporting for managers as opposed to financial accounting which prepares external financial reports for stakeholders. Some key differences are that management accounting is not confined to only financial data, focuses on future forecasts and budgets, and helps managers control operations. It covers areas like cost accounting, decision analysis, performance evaluation, and budgeting.
This document outlines the six steps of performance measurement: 1) Separate strategic goals into input and output dimensions, 2) Develop output measures for each goal, 3) Develop input measures for each goal, 4) Check measures against the SAVI framework, 5) Use an effective recognition system, and 6) Build an organizational culture that supports improvement. Key aspects of a good measurement system include focusing on effectiveness, objectives, and key performance indicators related to factors like customers, products, and finances. Input and output measures should be linked to categories like speed, accuracy, volume, and investment.
Equazion provides business analytics that empower our customers to improve their return on net assets. Our solutions identify profit-improvement opportunities across the different customer and product dimensions from a 360° perspective. For more information: www.equazion.com
The document discusses conducting a total cost of operations (TCO) analysis when making procurement decisions. It provides an overview of strategic sourcing and the Federal Strategic Sourcing Initiative (FSSI). It defines TCO and explains that TCO looks at all costs associated with an asset over its lifecycle, not just the purchase price. The document outlines key cost elements to consider in a TCO analysis, such as acquisition costs, lifecycle costs including maintenance and operations, and end of life costs. It emphasizes the importance of analyzing both cost elements and cost drivers to fully understand TCO. Examples are provided to illustrate TCO analyses for different commodity types like printers and cars.
Profitability and cost management are of increasing importance in today's difficult and rapidly changing markets. Summary level profitability reporting no longer suffices. To gain a competitive advantage, organizations must understand profitability beyond the usual lines of business, such as product line, service area, and customer segment. This presentation will demonstrate how Oracle Hyperion Profitability and Cost Management enables organizations to understand the true cost and profitability drivers within their business and empowers users with the visibility and flexibility to improve resource alignment, increase margins and ensure profitability.
The document provides 10 lessons learned from the recession for strategic sourcing organizations:
1. Bring more spend under management by identifying new categories beyond low-hanging fruit.
2. Reconsider spend analysis to provide supplier attributes, market insights, and savings prioritization.
3. Align the sourcing organization goals and structure to effectively achieve goals like increasing spend under management.
4. Expand category coverage to include previously untouched areas like legal services and benefits.
Financial statement analysis involves assessing a firm's past, present, and future financial conditions to identify strengths and weaknesses. Key tools include financial statements and ratio analysis, which standardizes information for comparisons of performance over time, against peers, and to industry standards. Ratio analysis is used for tasks like evaluating loan applications, creditworthiness, mergers, and investment opportunities. Ratios measure liquidity, leverage, activity/efficiency, and profitability.
This document discusses cost control and ways for companies to reduce costs. It defines cost control as methods used to monitor and improve business cost efficiency. Companies often cut costs in response to economic pressures. The document provides examples of cost control techniques like renegotiating contracts annually, discussing costs with customers, and matching payment terms to inventory turnover rates. It also lists areas where operational cost control can be applied, such as managing power/energy usage, fuel consumption, repairs and maintenance, projects, contracts and vendors.
This document discusses financial management objectives and decision criteria. It begins by defining financial management and its focus on decision making regarding assets, financing, and objectives. It then discusses two common objectives: profit maximization and wealth maximization. Profit maximization aims to increase profits but has limitations around ambiguity and ignoring other factors. Wealth maximization considers cash flows, risk, and the time value of money, making it a more appropriate objective. It provides a normative framework to guide investment, financing, and dividend decisions to achieve organizational goals.
Financial management is key to profitability. Ratios analyze financial reports by making numbers relative, such as sales to costs. The size of a restaurant's revenue indicates potential profit. An ideal sales per square foot is above $300. Prime costs include food, labor, and purchases, and should be 57-62% for profitability. Tracking controllable profit by subtracting prime and fixed costs from revenue encourages accountability. Industry averages provide benchmarks for expenses like labor, occupancy, and controllable costs. Best practices include inventory and financial reporting, negotiating credit card fees, and engineering product and processes for control.
The document provides guidelines for key account managers at ABC Food Co. It outlines responsibilities like developing annual contracts and customer plans, managing sales targets, product listings and promotions, as well as monitoring customer service and profitability. It also discusses managing the relationship with key accounts through annual contracts, sales reports, marketing plans, financial processes, merchandising in stores, and collaboration across internal teams. The goal is to strengthen relationships and achieve sustainable profitable growth aligned with ABC's overall strategy.
Delivering Value Beyond Savings_Cubist PharmaceuticalsZycus
This presentation will address how Cubist Sourcing has integrated itself with its business partners, and how it measures, monitors and reports the value it delivers to the business.
The document discusses how HR departments can use scorecards and dashboards to translate HR strategies into meaningful metrics and stay focused. It explains that the balanced scorecard approach involves setting objectives and metrics across four categories or "legs" - customer focus, financial performance, internal processes, and employee learning and growth. An effective balanced scorecard involves creating a strategic map linking these categories to overall organizational goals, then developing metrics at strategic, operational and tactical levels to monitor performance. HR plays an important role by ensuring employees have the skills and competencies needed to achieve goals in each category.
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2. content
• Reality of today
• Common opportunity gaps
• 3 ways to close the gap
• Value Republic:
• Who we are
• How we can help you
• References
3. Reality of Today
Ambition :
Difficult Economic
Climate at least maintain
EBITDA
Increase Reduce
Sales/Margins Expenses
The quick wins
Decreasing sales
have already been
due to the crisis
captured
Find new opportunities for
optimization
4. Common Opportunity Gaps
Budgeting
- Taking historic budgets and volumes for granted
- Lack of transparency and methodology
- Lack of consistency between departments
- No shared responsibility
Organization Savings
- Purchasing coverage (60%) by procurement department - Lack of consistent calculation methodology
- Lack of resources and expertise (especially Indirect) - Uncontrolled reinvestment
- Lack of compliance to procedures - Between 2-3% of the global spend
- Misperception of Procurement internally
Return on Investment
- Lack of measurement
- Insufficient supplier management (e.g. SLA’s, KPI’s)
- No or little understanding of the value
- Often > 1 year
5. Ways to Close the Gap
1. Optimizing
Volumes
Positive
Impact on
EBITDA
3. Effectively
2. Optimize
reinvest
prices
savings
6. 1. Optimizing the volumes
100
Stop
Spending
Buy
% saving
Alternative
Buy Better
0 Change 100
7. 1.1 SPEND MANAGEMENT
Spend = Price X Volume
Responsability of Budgeting policies
purchasing and processes
• Spend Management is a combination of controlling cost and volume
requires the entire organization to justify each € spent
controlling costs without controlling volume is only a partial
solution, because it reflects only the effectiveness of Purchasing
• Spend Management uses a methodology that provides the
transparency necessary to actively manage the spend: Zero Based
Budgeting (ZBB)
8. 1.2 BENEFIts of SPEND MANAGEMENT
Shared
responsibility
Supports the
Allows a thorough organization in
understanding of monitoring
expenditure processes and
performance
SPEND
MANAGEMENT
Convert non
revenue generating
Gives full money into
transparency of revenue generating
indirect costs money directly
impacting the
bottom line
9. 1.3 Press articles
“Having each expenditure or item “An approach to corporate, annual plan,
justified as to need or cost: Zero- budgeting in which all departmental annual
based budgeting requires its budget requirements must be estimated and
practitioners to justify every dollar justified from the ground up, rather than by
they spend.” (Wall Street Journal) adding a percentage allowance to last year's
approved budget or actual expenditure.”
(Wideman Comparative Glossary of
Project Management Terms)
10. 2. OPTIMIzing prices
• Change the perception of Purchasing
Purchasing • Develop a cost awareness among internal
customers
coverage • Address unexplored categories in Indirect
(Marketing, Training, Insurance, ...)
• Specific Procurement Procedures by category
Policies and • Usage of professional tools to support
procedures
process • Monitoring of consumption
• E-auction
• E- catalogues
E Tools • Automatisation of Procurement Procedures,
including governance, social responsibility, ...
11. 3. Reinvestment of savings
Identified and validated
savings
Capturing savings
Integration in
Reinvestment
financial results
12. Value Republic
•Who We are
•How we can help you
•References
13. Who we are
A service company
- Advice on Buying and Budgeting
- Procurement Center
- Training Academy
A state
- Led by the continuous search and A networking place
creation of value - Quarterly Parliament Meetings
- Composed of citizens with strong - Bi-Monthly Senate Sessions
professional and ethical skills - Yearly State of the Union
14. Who is Value Republic
• Spend Management • Consultancy
• Core working Capital • Interim
Management Management
• Procurement
training
Budgeting Procurement
2Source E-Solutions
• E-sourcing tool
• Tale spend
• E-sourcing Strategy
• On top projects
• Sourcing Event
• Long term suppliers management and
• Flexible manpower setup
• Profit sharing • Training
15. 2Source activity
In practice
Your spend = Our spend
Build Understanding of Requirements and Current
situation:
- Current Requirements
- Existing contracts and agreements
Negotiation on the base of:
- Total cost of ownership
- Service Level Agreements
- Respect of business ethics
Recommendation including:
- Cost
- Quality
- Supply Base view
Our Remuneration is on the base of Savings achieved!
16. References
?
Your advice, your thoughts for a next step?
We happily bring you in contact with one of our clients on request