Any large business today has significant exposure to China as a manufacturing base, market for your products and/or technology development partner
China’s industrial landscape is being reshaped by environmental policy priorities and a central government that is stronger now than at any time in the last 200 years. These changes will force many production sites to close or relocate at great expense, and with associated supply chain disruptions.
Impacts will vary according to regional sensitivities and cross-checking is necessary to get reliable impact assessments.
Being a multinational manufacturer in or sourcing from China remains a solid business proposition, but critical business decisions may be required to sustain your advantage.
The first step is assessing site-specific vulnerability to China’s policy changes.
This document discusses factors to consider when selecting a facility location. It identifies primary factors like material, labor, and existing facilities that drive industrialization in an area. Secondary factors include available financing, infrastructure, and insurance. Location selection errors can be behavioral if personal factors outweigh business success, or non-behavioral from a lack of analysis or ignoring key industry characteristics. Developing a location strategy helps companies determine product offerings, demand forecasts, optimal manufacturing/service locations, and how to best access customers at minimum cost. Proximity to customers, available skilled labor, business-friendly policies, and supplier networks are also important location selection criteria.
The document discusses identifying business opportunities and evaluating them. It describes scanning the internal and external environment to identify customer needs and potential opportunities. The process involves screening opportunities based on factors like legal issues, competition, capital requirements and risk. Once opportunities are identified, a business plan is prepared to select the best opportunity. Government policies aim to promote small and medium enterprises by improving access to credit, technology, skills and global markets.
The document discusses various aspects of conducting feasibility studies for sound industrial development projects in underdeveloped countries. It addresses (1) identifying potential investment opportunities through studying imports, local materials, available skills etc., (2) criteria for evaluating projects based on factors like employment generation, foreign exchange benefits, and commercial viability, and (3) key considerations in technical, economic, and market feasibility studies like availability of inputs, production technology, demand forecasting and market analysis.
The technical feasibility study assesses how a product or service will be delivered by examining materials, labor, transportation, location, and technology needs. It answers questions about availability and costs of raw materials, equipment, distribution, facilities, utilities, and labor. The chapter outlines preparing a technical feasibility study, including sections on materials and supplies, location, engineering and technology, and human resources. It provides examples of assessing raw material sources and costs, site selection, technology description and costs, equipment specifications, and estimating labor requirements and costs.
This document outlines the major aspects to consider in conducting a feasibility study for a new project. It discusses management aspects during construction and operation, marketing aspects including demand, supply, pricing and sales projections, technical aspects of production including machinery and waste disposal, taxation, financing, financial projections, assumptions, and the social desirability of the project in terms of jobs, tax revenues, and related industries. The feasibility study aims to analyze all relevant factors to determine if the project is viable and worthwhile.
This document discusses factors that companies consider when determining a plant location. It outlines key factors like availability of resources, infrastructure, labor force, and proximity to markets and suppliers. It also describes methods used to evaluate locations, such as cost-volume-profit analysis, factor rating, and center of gravity. Examples are provided of plant locations in Vadodara, India and Panipat, India based on consideration of these various location factors.
To set up a small industrial unit, an entrepreneur must follow several key steps: analyzing the economic, political, and social environment; identifying a suitable product and location; arranging financing; registering the business; acquiring machinery, technology, and raw materials; installing the plant and machinery; and commencing manufacturing and marketing operations. The process involves strategic planning at each stage to establish a vision, objectives, and strategies for launching and implementing the new business successfully.
The document discusses various factors that companies consider when making location decisions. It describes how FedEx pioneered the central hub model to efficiently route packages. It also explains that location strategies depend on the type of business and may aim to minimize costs or maximize revenue. Key factors in location decisions include access to markets and suppliers, labor costs, tax rates, and cultural differences between locations. Companies also sometimes cluster near competitors to access shared resources. The document provides several examples of companies' location decisions and strategies.
This document discusses factors to consider when selecting a facility location. It identifies primary factors like material, labor, and existing facilities that drive industrialization in an area. Secondary factors include available financing, infrastructure, and insurance. Location selection errors can be behavioral if personal factors outweigh business success, or non-behavioral from a lack of analysis or ignoring key industry characteristics. Developing a location strategy helps companies determine product offerings, demand forecasts, optimal manufacturing/service locations, and how to best access customers at minimum cost. Proximity to customers, available skilled labor, business-friendly policies, and supplier networks are also important location selection criteria.
The document discusses identifying business opportunities and evaluating them. It describes scanning the internal and external environment to identify customer needs and potential opportunities. The process involves screening opportunities based on factors like legal issues, competition, capital requirements and risk. Once opportunities are identified, a business plan is prepared to select the best opportunity. Government policies aim to promote small and medium enterprises by improving access to credit, technology, skills and global markets.
The document discusses various aspects of conducting feasibility studies for sound industrial development projects in underdeveloped countries. It addresses (1) identifying potential investment opportunities through studying imports, local materials, available skills etc., (2) criteria for evaluating projects based on factors like employment generation, foreign exchange benefits, and commercial viability, and (3) key considerations in technical, economic, and market feasibility studies like availability of inputs, production technology, demand forecasting and market analysis.
The technical feasibility study assesses how a product or service will be delivered by examining materials, labor, transportation, location, and technology needs. It answers questions about availability and costs of raw materials, equipment, distribution, facilities, utilities, and labor. The chapter outlines preparing a technical feasibility study, including sections on materials and supplies, location, engineering and technology, and human resources. It provides examples of assessing raw material sources and costs, site selection, technology description and costs, equipment specifications, and estimating labor requirements and costs.
This document outlines the major aspects to consider in conducting a feasibility study for a new project. It discusses management aspects during construction and operation, marketing aspects including demand, supply, pricing and sales projections, technical aspects of production including machinery and waste disposal, taxation, financing, financial projections, assumptions, and the social desirability of the project in terms of jobs, tax revenues, and related industries. The feasibility study aims to analyze all relevant factors to determine if the project is viable and worthwhile.
This document discusses factors that companies consider when determining a plant location. It outlines key factors like availability of resources, infrastructure, labor force, and proximity to markets and suppliers. It also describes methods used to evaluate locations, such as cost-volume-profit analysis, factor rating, and center of gravity. Examples are provided of plant locations in Vadodara, India and Panipat, India based on consideration of these various location factors.
To set up a small industrial unit, an entrepreneur must follow several key steps: analyzing the economic, political, and social environment; identifying a suitable product and location; arranging financing; registering the business; acquiring machinery, technology, and raw materials; installing the plant and machinery; and commencing manufacturing and marketing operations. The process involves strategic planning at each stage to establish a vision, objectives, and strategies for launching and implementing the new business successfully.
The document discusses various factors that companies consider when making location decisions. It describes how FedEx pioneered the central hub model to efficiently route packages. It also explains that location strategies depend on the type of business and may aim to minimize costs or maximize revenue. Key factors in location decisions include access to markets and suppliers, labor costs, tax rates, and cultural differences between locations. Companies also sometimes cluster near competitors to access shared resources. The document provides several examples of companies' location decisions and strategies.
The document discusses innovation and productivity in the construction industry. It notes that innovation involves introducing new ideas through technologies, products, processes, or new ways of thinking. However, innovation has been slow in construction due to factors like the immobility of structures and complexity of projects. The document outlines some approaches for improving innovation, such as developing strong client relationships, training within organizations, and establishing a culture that rewards innovative ideas. It also discusses sources of waste on construction sites and approaches to reduce waste, including just-in-time delivery and minimizing delays and disruptions.
This document discusses project screening and selection methods used by organizations to prioritize projects and resources. It provides examples of how organizations develop weighted scoring criteria to evaluate proposed projects based on their alignment with strategic objectives. Projects are scored and ranked according to their potential contribution in key areas like revenue generation, cost reduction, customer service, and other priorities. This ensures high value projects that further organizational goals receive funding over less impactful proposals. The document also outlines solicitation of project ideas, evaluation forms to collect necessary data, and how impact assessments are combined with objective importance weights to determine an overall score for prioritizing project portfolios.
Generation and Screening of Project Ideas Vivek Goyal
It is contain all about Generation of ideas, How to monitoring the environment, corporate appraisal, Profit potential of industries, Porter Models, Scouting of projects ideas, preliminary Screening, Project rating Index, sources of Positive Net present Value, On being an Entrepreneur
The document discusses various concepts related to project identification and management. It defines project management as the application of knowledge, skills, and tools to meet stakeholder needs and expectations. Project identification is the process of assessing project ideas and selecting those with the highest priority. Some tools used in project identification include situational analysis, SWOT analysis, problem and opportunity studies, and resource analysis. Situational analysis involves understanding how a company relates to its external environment. SWOT analysis is used to analyze strengths, weaknesses, opportunities, and threats. Problem and opportunity studies aim to identify favorable positions or areas for advancement. Resource analysis examines a firm's tangible and intangible assets.
The document provides information on project feasibility studies. It defines feasibility studies as preliminary analyses that determine if a project is workable, legally and technically feasible, and economically justified. The summary discusses that a feasibility study evaluates five key areas - technical, economic, legal, operational, and scheduling feasibility. It also outlines six steps to conducting a feasibility study: preliminary analysis, defining scope, comparing to other products/services, examining the market, understanding costs, and reviewing/analyzing data. In the end, a feasibility study determines if a project is worth investing in or should be abandoned.
The document discusses the purpose and process of conducting a feasibility study for a potential business project. A feasibility study examines the operational, technical, and economic viability of an idea by analyzing factors such as costs, profits, and cash flows. The study should provide decision-makers with quality information to help determine if a project is worth funding and pursuing further. The document outlines the key components of a feasibility study, including collecting primary and secondary data, estimating capital and operating expenses, projecting revenues and profits, and assessing risks and limitations.
Precision Research and Consulting Private Limited provides high-quality research and consulting services to help companies improve their products and services based on market desires. It offers actionable recommendations and business expertise for success today and tomorrow. PRC also develops power plants in India, including renewable energy projects involving solar, wind and biomass. It assists with site selection, plant design, technology selection, permitting, and more. The company aims to make renewable energy most affordable and reliable for power consumers.
A feasibility study evaluates the viability of an existing business or proposed venture. It involves analyzing strengths, weaknesses, opportunities, and threats (SWOT analysis), and assessing factors like the required resources, technological capabilities, financial costs and benefits, legal requirements, operational details, and overall prospects for success or schedule. The feasibility study report is the output that documents the evaluation criteria, findings, conclusions, and recommendations.
The document discusses problems with cost control during projects at NLC, a large construction company in Pakistan. It identifies several factors that can lead to cost overruns, including macroeconomic factors causing price fluctuations, management issues with planning and estimation, and an inefficient business environment. Recommendations include improving supply stability, enhancing estimation techniques, and adopting alternative procurement strategies to help NLC better manage costs.
The document discusses the key components of a feasibility study, including technical, financial, market, and legal/environmental feasibility. A feasibility study evaluates whether a proposed project is possible in terms of technical requirements, costs, potential market demand, and legal/regulatory factors. It determines if a project is worth pursuing based on these considerations, while a business plan outlines how a project would be implemented if deemed feasible. The document provides details on assessing feasibility from each of these perspectives.
Barring truly new ideas
Stimulation the flow of ideas
most people adopt somewhat casual and haphazard approach to the generation of project ideas. To stimulate the flow of ideas, the following are helpful: SWOT Analysis
Clear Articulation of Objectives
Forecasting a conductive climate
Aspects of Project Feasibility Preparations and AnalysisLena Argosino
A feasibility study evaluates the viability of a proposed business venture or project. It assesses technical, managerial, economic, financial, cultural, social, safety, political, environmental, market, legal, and socio-economic factors to identify potential issues and opportunities. Conducting a thorough feasibility study enhances the likelihood of success by addressing risks early on and providing quality information for decision making. It can also help secure funding and investment by demonstrating the business idea has been thoroughly researched.
The document discusses various phases and aspects of capital budgeting and project planning, including planning, analysis, selection, implementation, and review phases. It also covers generating project ideas, screening ideas, and analyzing projects from technical, financial, economic, market, ecological, and other perspectives. The goal is to allocate resources effectively by evaluating projects based on criteria like net present value and selecting projects that fit with company strategy and priorities.
This feasibility report analyzes a proposed waste water system project. It recommends the project proceed based on identified needs in the community and project viability. Key points include: the existing system is deficient; a new system is needed to serve current and projected population; and the estimated capital costs and financing plan make the project economically feasible. The report provides background on the area's needs, outlines the proposed system components, and recommends next steps for further investigation and implementation.
CONSTRUCTION PERFORMANCE MANAGEMENT SLIDESHIRE.pptxabateniguse
The document provides an overview of resource management topics for construction performance and optimization, including:
1) Financial management which involves planning, acquiring, and utilizing funds efficiently. It also discusses the goals and functions of financial management.
2) Human resource management which involves recruitment, selection, employment legislation, discipline, development, training, and rewarding systems to manage workers.
3) Physical and information resource management, including construction materials management, construction equipment management, and the use of project information and management systems.
Utsav Mahendra : Generation and screening of project ideasUtsav Mahendra
The document discusses various factors to consider when generating and screening project ideas, including monitoring the business environment, assessing a company's strengths and weaknesses, and evaluating an industry's profit potential using Porter's Five Forces model. Specifically, it outlines steps for stimulating new ideas, monitoring key sectors like the economy, technology and competition, conducting a corporate appraisal, and analyzing threats from new entrants, supplier and buyer power, and substitute products that influence an industry's profitability.
This document discusses improving productivity in the construction industry. It addresses three types of productivity: labor, material, and equipment. For labor productivity, it identifies factors like worker skills, management practices, and external issues that affect productivity. It also lists various methods that can improve productivity, such as training workers, optimizing resources, and implementing short interval scheduling. For material and equipment productivity, it discusses objectives and key elements like planning, inventory control, and purchasing. Overall, the document provides an overview of productivity challenges in construction and potential strategies to enhance productivity levels.
NordESG is an enterprise SaaS platform called ZetaSustain that measures, reports on, and improves corporate sustainability performance in areas like carbon accounting, ESG reporting, and circular economy management. It provides strategic insights and tools to help corporations navigate sustainability challenges and take action. ZetaSustain's features include automated data acquisition, analysis using AI/ML, reporting, and insights to aid with materiality assessments, goal-setting, and monitoring progress. The founders have experience in sustainability and are seeking $500k funding to expand product development and sales/marketing.
In an investment portfolio, some assets perform better than others. The reasons for the underperformance of an asset are varied. They might have been overlooked during the buyer’s due diligence.
We assess the root-cause of underperformance and proposes an execution plan to bridge the gap between current conditions and the Business Plan.
Commercial – e.g., overlooked higher-margin products or target markets, low diversification of the customer base, room for pricing optimisation.
Technical – e.g., reduced level of maintenance leading to a high frequency of unplanned shutdowns, a limited capital investment plan to support planned revenue streams.
Environmental, Health and Safety – e.g., outstanding remediation activities and impact on the cost of decommissioning, poor operating practices.
Impact from the Jiangsu explosion on Chemical Business in ChinaJohnny Browaeys - 庄博闻
This document discusses using data and technology to improve business and supply chain resilience in China. It describes how companies can use environmental data and monitoring to conduct risk screening of suppliers and operations. This allows companies to identify which entities may face issues like relocation or closure due to changing policies. Companies can then take proactive steps to mitigate risks and ensure the resilience of their business operations and supply chains. The document also introduces Greenment, a Chinese environmental consulting firm that has developed proprietary databases and technology to help companies with these types of data-driven risk assessments and dynamic risk management.
The document discusses innovation and productivity in the construction industry. It notes that innovation involves introducing new ideas through technologies, products, processes, or new ways of thinking. However, innovation has been slow in construction due to factors like the immobility of structures and complexity of projects. The document outlines some approaches for improving innovation, such as developing strong client relationships, training within organizations, and establishing a culture that rewards innovative ideas. It also discusses sources of waste on construction sites and approaches to reduce waste, including just-in-time delivery and minimizing delays and disruptions.
This document discusses project screening and selection methods used by organizations to prioritize projects and resources. It provides examples of how organizations develop weighted scoring criteria to evaluate proposed projects based on their alignment with strategic objectives. Projects are scored and ranked according to their potential contribution in key areas like revenue generation, cost reduction, customer service, and other priorities. This ensures high value projects that further organizational goals receive funding over less impactful proposals. The document also outlines solicitation of project ideas, evaluation forms to collect necessary data, and how impact assessments are combined with objective importance weights to determine an overall score for prioritizing project portfolios.
Generation and Screening of Project Ideas Vivek Goyal
It is contain all about Generation of ideas, How to monitoring the environment, corporate appraisal, Profit potential of industries, Porter Models, Scouting of projects ideas, preliminary Screening, Project rating Index, sources of Positive Net present Value, On being an Entrepreneur
The document discusses various concepts related to project identification and management. It defines project management as the application of knowledge, skills, and tools to meet stakeholder needs and expectations. Project identification is the process of assessing project ideas and selecting those with the highest priority. Some tools used in project identification include situational analysis, SWOT analysis, problem and opportunity studies, and resource analysis. Situational analysis involves understanding how a company relates to its external environment. SWOT analysis is used to analyze strengths, weaknesses, opportunities, and threats. Problem and opportunity studies aim to identify favorable positions or areas for advancement. Resource analysis examines a firm's tangible and intangible assets.
The document provides information on project feasibility studies. It defines feasibility studies as preliminary analyses that determine if a project is workable, legally and technically feasible, and economically justified. The summary discusses that a feasibility study evaluates five key areas - technical, economic, legal, operational, and scheduling feasibility. It also outlines six steps to conducting a feasibility study: preliminary analysis, defining scope, comparing to other products/services, examining the market, understanding costs, and reviewing/analyzing data. In the end, a feasibility study determines if a project is worth investing in or should be abandoned.
The document discusses the purpose and process of conducting a feasibility study for a potential business project. A feasibility study examines the operational, technical, and economic viability of an idea by analyzing factors such as costs, profits, and cash flows. The study should provide decision-makers with quality information to help determine if a project is worth funding and pursuing further. The document outlines the key components of a feasibility study, including collecting primary and secondary data, estimating capital and operating expenses, projecting revenues and profits, and assessing risks and limitations.
Precision Research and Consulting Private Limited provides high-quality research and consulting services to help companies improve their products and services based on market desires. It offers actionable recommendations and business expertise for success today and tomorrow. PRC also develops power plants in India, including renewable energy projects involving solar, wind and biomass. It assists with site selection, plant design, technology selection, permitting, and more. The company aims to make renewable energy most affordable and reliable for power consumers.
A feasibility study evaluates the viability of an existing business or proposed venture. It involves analyzing strengths, weaknesses, opportunities, and threats (SWOT analysis), and assessing factors like the required resources, technological capabilities, financial costs and benefits, legal requirements, operational details, and overall prospects for success or schedule. The feasibility study report is the output that documents the evaluation criteria, findings, conclusions, and recommendations.
The document discusses problems with cost control during projects at NLC, a large construction company in Pakistan. It identifies several factors that can lead to cost overruns, including macroeconomic factors causing price fluctuations, management issues with planning and estimation, and an inefficient business environment. Recommendations include improving supply stability, enhancing estimation techniques, and adopting alternative procurement strategies to help NLC better manage costs.
The document discusses the key components of a feasibility study, including technical, financial, market, and legal/environmental feasibility. A feasibility study evaluates whether a proposed project is possible in terms of technical requirements, costs, potential market demand, and legal/regulatory factors. It determines if a project is worth pursuing based on these considerations, while a business plan outlines how a project would be implemented if deemed feasible. The document provides details on assessing feasibility from each of these perspectives.
Barring truly new ideas
Stimulation the flow of ideas
most people adopt somewhat casual and haphazard approach to the generation of project ideas. To stimulate the flow of ideas, the following are helpful: SWOT Analysis
Clear Articulation of Objectives
Forecasting a conductive climate
Aspects of Project Feasibility Preparations and AnalysisLena Argosino
A feasibility study evaluates the viability of a proposed business venture or project. It assesses technical, managerial, economic, financial, cultural, social, safety, political, environmental, market, legal, and socio-economic factors to identify potential issues and opportunities. Conducting a thorough feasibility study enhances the likelihood of success by addressing risks early on and providing quality information for decision making. It can also help secure funding and investment by demonstrating the business idea has been thoroughly researched.
The document discusses various phases and aspects of capital budgeting and project planning, including planning, analysis, selection, implementation, and review phases. It also covers generating project ideas, screening ideas, and analyzing projects from technical, financial, economic, market, ecological, and other perspectives. The goal is to allocate resources effectively by evaluating projects based on criteria like net present value and selecting projects that fit with company strategy and priorities.
This feasibility report analyzes a proposed waste water system project. It recommends the project proceed based on identified needs in the community and project viability. Key points include: the existing system is deficient; a new system is needed to serve current and projected population; and the estimated capital costs and financing plan make the project economically feasible. The report provides background on the area's needs, outlines the proposed system components, and recommends next steps for further investigation and implementation.
CONSTRUCTION PERFORMANCE MANAGEMENT SLIDESHIRE.pptxabateniguse
The document provides an overview of resource management topics for construction performance and optimization, including:
1) Financial management which involves planning, acquiring, and utilizing funds efficiently. It also discusses the goals and functions of financial management.
2) Human resource management which involves recruitment, selection, employment legislation, discipline, development, training, and rewarding systems to manage workers.
3) Physical and information resource management, including construction materials management, construction equipment management, and the use of project information and management systems.
Utsav Mahendra : Generation and screening of project ideasUtsav Mahendra
The document discusses various factors to consider when generating and screening project ideas, including monitoring the business environment, assessing a company's strengths and weaknesses, and evaluating an industry's profit potential using Porter's Five Forces model. Specifically, it outlines steps for stimulating new ideas, monitoring key sectors like the economy, technology and competition, conducting a corporate appraisal, and analyzing threats from new entrants, supplier and buyer power, and substitute products that influence an industry's profitability.
This document discusses improving productivity in the construction industry. It addresses three types of productivity: labor, material, and equipment. For labor productivity, it identifies factors like worker skills, management practices, and external issues that affect productivity. It also lists various methods that can improve productivity, such as training workers, optimizing resources, and implementing short interval scheduling. For material and equipment productivity, it discusses objectives and key elements like planning, inventory control, and purchasing. Overall, the document provides an overview of productivity challenges in construction and potential strategies to enhance productivity levels.
NordESG is an enterprise SaaS platform called ZetaSustain that measures, reports on, and improves corporate sustainability performance in areas like carbon accounting, ESG reporting, and circular economy management. It provides strategic insights and tools to help corporations navigate sustainability challenges and take action. ZetaSustain's features include automated data acquisition, analysis using AI/ML, reporting, and insights to aid with materiality assessments, goal-setting, and monitoring progress. The founders have experience in sustainability and are seeking $500k funding to expand product development and sales/marketing.
In an investment portfolio, some assets perform better than others. The reasons for the underperformance of an asset are varied. They might have been overlooked during the buyer’s due diligence.
We assess the root-cause of underperformance and proposes an execution plan to bridge the gap between current conditions and the Business Plan.
Commercial – e.g., overlooked higher-margin products or target markets, low diversification of the customer base, room for pricing optimisation.
Technical – e.g., reduced level of maintenance leading to a high frequency of unplanned shutdowns, a limited capital investment plan to support planned revenue streams.
Environmental, Health and Safety – e.g., outstanding remediation activities and impact on the cost of decommissioning, poor operating practices.
Impact from the Jiangsu explosion on Chemical Business in ChinaJohnny Browaeys - 庄博闻
This document discusses using data and technology to improve business and supply chain resilience in China. It describes how companies can use environmental data and monitoring to conduct risk screening of suppliers and operations. This allows companies to identify which entities may face issues like relocation or closure due to changing policies. Companies can then take proactive steps to mitigate risks and ensure the resilience of their business operations and supply chains. The document also introduces Greenment, a Chinese environmental consulting firm that has developed proprietary databases and technology to help companies with these types of data-driven risk assessments and dynamic risk management.
This document summarizes key points about developing a sustainable strategy by aligning environmental, social and governance (ESG) measures with financial performance. It outlines four steps to push the performance frontier: 1) Identify material ESG issues, 2) Quantify the relationship between ESG and financial performance, 3) Innovate products, processes and business models to improve performance on material issues, and 4) Communicate innovations to stakeholders. The document cautions that companies must overcome organizational barriers like short-term thinking to successfully implement sustainable strategies that benefit both financial and ESG performance.
This document summarizes key points about developing a sustainable strategy by aligning environmental, social, and governance (ESG) measures with financial performance. It outlines four steps: 1) Identify material ESG issues that impact financials using industry-specific analysis. 2) Quantify the relationship between ESG and financial metrics. 3) Innovate products, processes and business models to improve performance across material issues. 4) Communicate innovations to stakeholders in integrated reports to justify long-term investments. The document cautions that organizational barriers like short-term thinking can impede strategic sustainability efforts.
The world of ESG reporting is moving faster than ever. The European Union is moving fast to update the Non-Financial Reporting Directive (NFRD) in 2021, the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD) are reaching a critical mass and the often confusing group of reporting initiatives have committed to work together towards a comprehensive reporting landscape, with financial heavy-hitters such as the International Organization of Securities Commissions (IOSCO) and the International Accounting Standards Board (IASB) stepping into the game.
Humberto Vargas is an experienced operations executive with over 24 years of experience managing operations and leading projects. He has extensive experience implementing lean manufacturing techniques and reducing costs. His experience includes roles as Operations Manager, Director of Operations, Vice President of Engineering and Operations, and General Manager, where he improved productivity, reduced waste and costs, and successfully managed budgets, projects, and operations.
The document provides answers to questions about investment projects being considered by Pan-Europa Foods. It conducts financial analyses of 11 projects using NPV and lists them in order of ranking. It then discusses adjusting the analysis for risk, time value of money, project lifetimes, and size. Based on strategic fit, mandatory status, IRR, payback period, risk level, and other qualitative factors, the recommended projects are: Effluent Treatment, Eastward Expansion, Southward Expansion, Snack Foods, and Inventory Control.
We assess your suppliers onsite and provide an in-depth, comprehensive report. We walk through the whole process to validate your suppliers’ capabilities, and give you advice on how to mitigate risks.
Here are what you can expect from our standard supplier assessment service package:
* Assessment summary
* Risk highlights
* Facility overview
* Business & finance
* Operational capabilities
* Supply chain management
* R&D and engineering capabilities
* Quality management
* Manufacturing
* CSR (corporate social responsibility) compliance
* SWOT analysis
* Supplier engagement suggestions
How do we work for you? Here is the basic procedure that you can have a glimpse on:
1. You place booking online
2. Confirm with suppliers on the arrangement
3. Assessor evaluate suppliers' capabilities onsite
4. Assessor submit findings and highlights
5. Review the report and answer your questions
Here is a sample report showing you what result you can expect from our assessment.
Feel free to reach out if you need any help at all. We'd be glad to help you out.
This document outlines a roadmap for successfully developing a soil remediation business in China. It discusses focusing on capturing market share quickly through speedy implementation of new technologies, team building, and project completion. It also emphasizes aligning with government priorities and local needs by targeting contaminated industrial sites undergoing urbanization. The roadmap stresses including all relevant stakeholders in business development and marketing, as well as carefully selecting technology, manufacturing, and local partners for sustainable long-term collaborations. Finally, it recommends having a value proposition focused on target clients, a localized market approach, and an organization with clear processes and communication to achieve business goals.
Larsen & Toubro - Outthink 2017 (Strategy Case Competition) - Grand FinaleAnupreet Choudhary
As Sanjay Sharma (Strategy Consultant from Corn & Cherry, Abu Dhabi), we were asked to make a presentation to Corn & Cherry panel. We had to make a 10 slide presentation highlighting the 10-year strategic roadmap for LTHE (referred as DGHE in the case).
This document discusses portfolio management for R&D and new product commercialization. It begins by explaining why portfolio management is important for R&D, as R&D produces a revenue stream and is an investment that companies aim to maximize returns on. It then discusses portfolio management best practices, including using a top-down and bottom-up approach to define the portfolio. Examples are provided of how one company used portfolio management over 9 years on a product line, generating $100 million in cumulative savings. It concludes by discussing first steps to transitioning to a balanced, prioritized portfolio.
Deck on my firm, Chief Innovation. Focus of work is Supply Chain, Operations & Strategy consulting, but chose name as an umbrella for innovation pursuits, both start-up and charity.
Alpaca ESG Data & Reporting Field Study_EXTERNAL PUBLISHING_2.12.23.pdfDaniel Fetner
This document provides an overview of ESG frameworks and factors in real estate. It defines ESG as environmental, social, and governance factors and explains each component. Key ESG frameworks for measuring these factors are discussed, including GRI, SASB, TCFD, CDP, and GRESB. The document also reviews the history of ESG in business and investing and provides details on common ESG frameworks used for reporting.
GreenStream's Technology Partner Manager Jenna Hytti gave a presentation in Techcode's China seminar and told GreenStream's story in China for the Finnish start-ups. The presentation tells how GreenStream has changed its business for several times in China, due to the rapid changes in the business environment. It also describes many lessons learned from the past 10 years that GS has been active in China.
Small scale industries are defined as those with investment in plant and machinery up to Rs. 1 crore. They are characterized by small capital investment, local employment, and sole proprietorship. SSIs are important as they are labor intensive, ensure equal distribution of wealth and income, act as a link to large industries, and have export potential. Running an SSI has advantages like not requiring high technology, ability to use local resources, short gestation period, and generating local employment. A feasibility study assesses the viability of a business project by analyzing various factors such as market, resources, costs and benefits. Proper documentation and registration of a business is important for reducing liability, defining roles and objectives, and protecting intellectual property.
This document contains sample exam questions and answers for a Production & Operations Management course. It discusses six key elements of operations strategy: production system design, facilities, product/service design, technology selection, resource allocation, and facilities planning. It also covers location decision factors, quality analysis tools like Pareto analysis and acceptance sampling, Juran's quality trilogy, and Taguchi's quality loss function. The document provides short answers to questions on project management characteristics, Gantt chart advantages, aggregate planning steps and strategies, and scheduling classifications. The remaining answers are available for purchase.
Decision Point Global is a global consulting firm that delivers disruptive innovation through investing in and executing big ideas using disruptive technologies. Their mission is to deliver the highest return and lowest risk and cost. They look for "X-factor" technologies and business models with market potential of over $10 billion that can address global problems through solutions like clean tech, smart cities, healthcare, and more. They have over 150 years of combined experience across industries and help startups and businesses with strategy, operations, investment, and growth.
The presentation summarizes TRC's business and financial performance. TRC provides engineering, consulting and construction management services to the energy, environmental and infrastructure industries. It has transformed its business through acquisitions, cost reductions and a focus on higher-growth markets. TRC has a diversified revenue base across business segments and clients. It is pursuing organic growth and acquisitions in the utility/power and oil & gas industries. TRC has strengthened its balance sheet and is demonstrating improved financial metrics as it leverages its business model.
Similar to Weathering the Environmental Storm in China's - Beyond Compliance (20)
This document provides guidance for clean-tech companies entering or expanding in China. It summarizes China's transition to a green economy, the supporting mechanisms in place, and recommendations. China is prioritizing environmental protection and has implemented central campaigns to tackle pollution while encouraging green innovation. The government provides fiscal and financial support for green industries and has evaluation standards for green factories. Foreign clean-tech companies can take advantage of the growing market by providing green products and services or acting as consultants and enablers for other companies' green transitions. The document recommends a two-step approach of combining Western and Chinese best practices.
Part 2 digitization in operational and supply chain risk managementJohnny Browaeys - 庄博闻
This is the second of a series of three videos. Topics of the 3 videos are listed below:
1) How environmental policies and enforcement in China changed in 5 years
2) Digitisation is shaping the future of Operational & Supply Chain Risk Management
3) Green Manufacturing and Circular Economy - growing GDP from transformation
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Weathering the Environmental Storm in China's - Beyond Compliance
1. G Beyond Compliance
Weathering China’s Environmental Storm
Presented at AmCham Shanghai's Environmental Committee
AmCham Shanghai Conference Center, April 17th, 2018
2. Executive Summary
1. Any large business today has significant exposure to China as a manufacturing base, market for
your products and/or technology development partner
2. China’s industrial landscape is being reshaped by environmental policy priorities and a central
government that is stronger now than at any time in the last 200 years. These changes will
force many production sites to close or relocate at great expense, and with associated supply chain
disruptions.
3. Impacts will vary according to regional sensitivities and cross-checking is necessary to get reliable
impact assessments.
4. Being a multinational manufacturer in or sourcing from China remains a solid business proposition,
but critical business decisions may be required to sustain your advantage.
5. The first step is assessing site-specific vulnerability to China’s policy changes.
3. :B D B , D B 2D: 2 EC: CC
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Personal Introduction
4. 4
GREENMENT originated in 2012 when Fortune 500 Company CH2M Hill decided to
localise their environmental Business Unit, their operational procedures are
embedded in our operations. GREENMENT now is owned and managed by China’s
pioneers in Environmental Management, serving MNC’s since the early nineties.
We are the largest environmental consultancy in China with close to 100 staff and
have offices in Shanghai, Beijing, Guangzhou and satellite offices in US
Sacramento and Europe Antwerp and delivery partners in 36 countries.
We also offer EHS due diligence and permitting services via local delivery partners
in several other countries, both for foreign and Chinese companies.
Clients include 80% of Fortune 100 manufacturers.
Company Origin and Locations
8. The New Environmental Era in China
China started organizing environmental sweeps, closing, relocating & upgrading factories in
line with the 13th 5-year plan & China’s 2020 Milestone to become a " " (*)
Compliance with regulations is no longer enough.
Local Government KPI and new Environmental Initiatives all focus on:
– Improving "regional environmental quality"
– Reducing industrial impact until "regional environmental quality" goals are achieved
– Taking environmental "emergency response measures", e.g. at times of heavily-polluting weather
– Closely monitor companies that are published in the "Supervision Lists for Key Polluting Enterprises"
(*) : the 13th Five-Year Plan aims to build a moderately prosperous society in all aspects. In this document, President Xi Jinping
focused on “three tough battles”: preventing and defusing financial risks, targeted poverty alleviation and pollution control.
10. Companies are Expected to Participate
Unexpected requirements from local governments
to reduce environmental impacts, and to reduce,
relocate or even close operations.
Sharp increase in local initiatives that require companies to
upgrade, move reduce or even close operations
" Shandong Chemical Industry Special Action " moving factories
" Suzhou 263 & 4 batches " upgrading SME
" Nanjing Two reductions " reducing chemical and coal industries
" Six Uprisings " cleaning black rivers and Taihu Lake & …..
" Zhejiang 61 Entreprise License Cancellations "
" Sichuan and Hubei relocations of Dangerous Chemical Factories " and many more…
This is linked with a bigger plan of addressing over-capacity,
re-organizing the industrial landscape (old – new industry)
and other more local motives (tax, land use…)
The Good News:
Policies instruct a planned approach,with
disclosure, compensation and even financial
support, BUT companies are often unaware
(for example: " Instruction 77 " )
And the country is getting rid of " old, polluted, messy, and scattered " factories…
11. Instruction 77, from the General Office of the
State Council to local governments (Sept. 2017)
Streamline the relocation of hazardous chemical enterprises from heavily populated areas to
specialised locations
Timeline
– Develop plan to relocate and improve hazardous enterprises by the end of 2017
– Improve and relocate small, medium-sized and large enterprises with significant potential risks between 2018 and 2020
– Improve and relocate other large enterprises between 2020 and 2025
Objectives
– Make inventory and shut down those who refuse
– Develop relocation plan with scope, objectives, schedule and arrangements for industrial parks, workers, security…
– Solicit opinions from related enterprises, disclose relocation plan to the public before implementation
Support
– Fiscal Support
– Financing and investment
13. Environment:
sensitivity
Policy/planning:
conformance
Site:
compliance
First: Understand Your Vulnerability
Environmental risk results from 3 dimensions:
§ The factory/site itself (compliance) - S
§ Its surrounding environment (sensitivity) - E
§ Industrial and regional policies (conformity) - P
Targeting compliance (S) is NOT enough to protect yourself. Requirements
that come from (E) and (P) are dynamic and go “BEYOND COMPLIANCE”
14. Be Aware of Sensitivity (E) & Conformity (P)
Key considerations include:
Is your industry in that part of the country still in line with updated industrial planning?
Is your industry still on China’s preferred investment list?
How is your site affected by Urban & Ecological Development and Planning?
Example relevant policies
Example relevant policies
Example relevant policies
15. Understand Your Assets
§ MNC’s have led EHS in China over the last 30
years
§ Industrial Best Practices and Technical Solutions
Your solution for your wastewater or your waste
or air emissions etc. may be valued much more
than you realize…especially if you are willing to
move inland and become a leader in the
industrial upgrade
16. When the Inspector Knocks At Your Door
§ Show your " compliance " status and implementation plan
§ Be confident and constructive, ask detailed feedback & advice
§ Offer support to help implement new policies and solve
China’s (and also the Inspector’s) challenges
§ Balance relations to cross-verify what you hear, abide with the
national interest, but don’t be abused by the local interest
§ Be ready to negotiate, based on what you have and whom
you are dealing with, leverage your assets
§ Ensure you know enough to take tactical measures and make
strategic decisions (see cases below)
18. Cases are illustrated using GREENMENT’s
Dynamic Risk Management Tool (DRMT)
STRATEGIC
ADVANCED
DYNAMIC RISK MANAGEMENT
COMPLIANCE MANAGEMENT
PRIMARY RISK MANAGEMENT
Green-brand building road map design
Permitting and field verification
Stakeholder survey and communication
Strategic service and brand building
Specific focus beyond the compliance
Best practices
Customized service
“Big” Data processing multiple information sources comprising
regulations, violations, policies, planning, … using an “Intelligent”
evaluation of dynamic business criteria
Dynamic Risk Management Tool
Thorough identification of compliance issues (specific)
Root cause diagnosis
On-site testing and follow-up
Supply chain risk identification and solutions
High risk screening
Applicable regulations identification
Risk screening and emergency management
19. 19
Compliance &
Violations
Regional
Environmental Quality
Emissions &
Discharges
Policies & Permits
Industrial Policies
Key Monitoring
Enterprises
Input
Cross-checking
Violations
Regulatory Compliance
Regional Policies
Industrial Planning
Land Planning
Regional Sensitivity
Local Initiatives
Emergency Measures
Without visiting the site, DRMT allows to foresee where to expect what next and allows to:
- identify, categorize sites that are at risk, and tactically mitigate key risks
- Re-evaluate the China business and take strategic business decisions
Processing OutIn
S-E-P- scoring
DRMT helps to ensure that your sites and
supply chain keeps operating
21. City/Industry Electroplating Painting Steel
xxx E2P2 E4P3 E4P5
xxx E1P1 E2P1 E2P1
xxx E6P6 E5P6 E5P6
xxx E2P2 E3P2 E3P2
xxx E5P5 E5P4 E6P5
xxx E2P1 E2P2 E3P3
xxx E4P3 E4P3 E5P4
xxx E3P2 E3P2 E3P3
xxx E6P5 E4P4 E4P6
xxx E6P6 E5P4 E3P2
xxx E6P6 E5P6 E5P5
xxx E2P1 E2P1 E3P1
For each industrial activity
Risk Level Score Color
High 9~12 Red
Medium 5~8 Yellow
Low 1~4 Green
DRMT Screened about 200 sites in 80 Chinese
cities for related industrial activities (extract below)
Upon request, findings were made based on
the cities where the sites are located without
revealing specific suppliers details (EP scoring).
Sites in 15 cities were identified at “high risk”,
meaning factories and suppliers are likely to
phase out over time.
Sites in 6 provinces were categorized as “safe”
places, which means they are preferential
locations for this type of industry and will
support.
City names omitted for
confidentiality reasons
E (sensitivity)
P (conformity)–see slide 13
22. Evaluation and regional visualization of operational
sites and suppliers Key Outcomes
The company quickly got an overall picture of
their suppliers and operational sites without
visiting them. Sites with a <2 year high risk
outlook were identified and categorized.
Tactical Mitigation of Supply Chain Risks
ü Find alternatives for 4 high risk sole suppliers
to avoid interruption of the business
ü Find and pre-negotiate additional suppliers
for 12 high risk suppliers to prevent costs
impacts.
Strategic Considerations for the Business
ü Moving part of business activities from one
site to another site in a safe zone closer to a
long term secure supply chain will save costs.
ü Moving to a specialized zone instead of
upgrading one of their factories in line with
government planning and leveraging
company assets creates fiscal and financial
benefits subsidizing transformation of the
China business.
Safe!
Low Risk
At Risk
Challenge
No future
Note: information on this map was modified to
protect confidentiality
23. 2018
Pulp & Paper Manufacturer
• Increasing compliance pressure
• Increasing operational costs
• Decreasing local support
ü
ü
ü
Illustration – case 2
Requested Support
ü Compliance auditing and compliance support
for 10 factories in China
ü Regulatory development review to evaluate
future requirements for business in China
Key Findings
ü Compliance issues related to wastewater, air
and waste expected to grow, no matter how
much investment is made, because…
ü All factories are located in cities where
replacement of old and traditional industry
with new value or high tech industry is
happening.
Strategic Recommendations
ü Evaluate options for moving / upgrading
considering regional and national policies
ü Develop stakeholder analysis, engagement
and compensation planning and obtaining
guarantees for future business.
24. 2017
Automotive Manufacturer
• Important suppliers shut down
• Serious impacts on profits
ü
ü
ü
Illustration – case 3
Requested Support
ü Audit 40 suppliers within a month
ü Screen and categorize risks according to S-
E-P.
Key Findings
ü 4 suppliers were categorized “High Risk”
ü 2 weeks after the client received the report, 2
out of these 4 suppliers were closed down,
Tactical Mitigation of Supply Chain Risks
ü Company adapted overall supplier purchase
program to avoid future losses and delays in
the operations.
25. 2015
-
2018
Electronics Brand Company
• Increasing reputational pressure
because of supplier environmental
issues
• Business Sales Figures down
ü
ü
ü
Illustration – case 4
Requested Support
ü Existing client for EHS Compliance auditing
and Performance Improvement support
ü Asked support to develop Environmental
Risk Factors to add into the company’s
Sourcing Strategy.
Outcomes
ü Supply Chain EHS performance improved
and environmental violations reduced.
Business Benefits
ü Company reputation and government
relations improved.
ü Sales figures went up again.
26. Key Takeaways
1) A 3-year environmental storm started which is reshaping the industrial landscape in China
2) The storm will impact your sites, and likely even more so your local supply chain
3) The impact will be very different for different locations, depending on regional sensitivities
4) You will have to abide with national interests but can/should protect against local interests
5) It requires cross-checking various data sources to truly understand your situation
6) Tactical actions may suffice to mitigate risks, critical business decisions may be required
7) Planning is required to minimize damages and maximize benefits
8) Using DRMT, the vulnerability of your site can be assessed by its address, without visiting
27. Weathering the environmental storm
1) Don’t fight the storm
2) If you need to fight, fight the right battle, only start a fight if you can win
3) Take shelter for the rain, prepare for sunshine after rain
4) Playing fields will be much more levelled after the storm
28. Johnny Browaeys
Mobile / Wechat: +86 137 6189 4720
Email: johnny.Browaeys@greenment.net
Profile: https://www.linkedin.com/in/johnnybrowaeys/
30. 30
1. High level - which way the wind blows : slogans about the future and official
newspapers announce what the government wants you to know and act upon
2. Medium level
– Notifications and measures announce you regulations and laws to be expected and actions to be
taken (timelines mostly in line with framework policies such as the 5-year plans)
– Don’t wait for the laws & regulations to come out, China tests new policies on the way (“
)
– Instructions from central to local governments show you action plans and timelines for execution
and enforcement (the amount of time given mostly depends on how critical the issue is being
considered)
3. Ground level
– Your trusted local government contacts often know ahead of time what is coming as they often
are the ones having to get it done – they also often have to « learn on the job », helping them is
a good approach.
How could I have seen this coming?
31. 31
1. “Notification” of the Comprehensive Management Plan on Safety of Hazardous
Chemicals (Dec. 2016)
2. Objectives
– Investigate and control safety risks and major hazardous sources of hazardous chemical industry
– Prepare relocation of hazardous chemical enterprise in the heavily populated areas
– Establish information sharing mechanism of hazardous chemicals
– Consolidate the results for potential safety risks
3. General Timeline and Working Arrangement (Dec 2016 – Nov 2019)
4. December 2016: Deployment
5. Jan 2017 – Oct 2019: Renovation: conduct regular supervision and inspection,
promptly solve identified issues
– Jan 2017 – March 2018: in depth rectification and achieve periodic results
– Apr 2018 – Oct 2019: Deepen and enhance the results
6. Nov 2019: submit summary report to the Office of the State Council’s Security
Committee
“Notification” – example
32. 32
“Measures” of Soil Environmental Management for Contaminated Sites, announced
by MEP on Dec. 31 2016 & valid since July 2017
1. Get overview of contaminated plots of land and the environmental risk
conditions from key industries and enterprises’ land before the end of 2020
2. Focus on non-ferrous metal mining, non-ferrous metal smelting, oil extraction,
petroleum processing, chemical, coking, electroplating, tanning and other
industries
3. Regions should determine a list of key enterprises to be supervised, open to
public, enterprises must conduct soil environmental monitoring every year,
before the end of 2017
“Measures” – example
33. 33
“Notification” of publication of Pollution Prevention Plan and Control of VOCs during
the 13th FYP (Sept. 14th 2017)
1. Make inventory of “scattered, messy and polluted factories” in 28 cities by the
end of 2017 (Beijing, Tianjin and Hebei by the end of September)
2. Focus on petrochemical, chemical, packaging, printing and industrial coatings,
as well as the prevention and control of VOCs pollution of transportation
sources such as motor vehicles, storage and transportation of oil products
3. Details e.g. By the end of 2017, complete issuance of the VOCs discharge
permit for petrochemical industries located in the key areas of Beijing, Tianjin,
Hebei, Shandong, Yangtze River Delta and Pearl River Delta; b) by the end of
2018, complete issuance of the VOCs discharge permit for pharmaceuticals and
pesticides industries; c) By the end of 2020, complete issuance of the VOCs
discharge permit for electronics, packaging, printing and automobile
manufacturing industries.
“Notification” - another example
34. 1st round
2nd round
3rd round
4th round
pilot
Distribution of Environmental Protection Inspections
35. Timeline of Environmental Protection Inspections
2015.7.1
2016.1-2016.2
2016.7-2016.8
2016.11-2016.12
2017.4-2017.5
Release
‘Environmental
Protection
Inspection Plan
(trial)’
1st round
pilot 2nd round
2017.8-2017.9
3rd round
4th round
36. Result of Environmental Protection Inspections
Round Total Case
Assigned
Case
Completed
Number
Rectification
Required
Number
Punishment
Number
Fine (ten-
thousand
yuan)
Investigation
Number
Detention
(person)
Interview
(person)
Account
ability
(person)
Pilot not found 2856 not found 123 65 366
First 11474 9163 6738 1927 13502 192 219 1602 3048
Second 5462 1893 2425 1479 6614.16 213 112 1100 687
Third 28966 23599 20359 7086 33587.86 354 355 6079 4018
Fourth 39586 35039 32602 9181 46583.84 297 364 4210 5763
37. 37
1. The information presented in this document is not specific legal advice and is not to be acted on
as such.
2. Furthermore, it shall not be quoted, distributed, broadcasted, reproduced, published, transferred
or sold partially or completely without prior written agreement.
3. Use for self-study purposes and quoting with reference to the Author are permitted.
4. This document aims to support and facilitate the process for everyone involved.
Contributors: Ma LiQiang (SEP methodology, Dr. Liu (cross-reference data processing), Jian Qiao (DMRT visualization), Irene
Xu, Pluex Peng, Jack Liu, John Yang and Xu YongPan (Environmental Inspection Policies), Feng WeiQing and Liu Yang (data
sourcing)
Johnny Browaeys
Disclaimer and Credits