This webinar provides an overview of the 2014 GRESB Survey, the Survey Portal, and the submission process.
This slidedeck is also available as a webinar: http://vimeo.com/92213288
Supply Chain Index: Evaluating the Consumer Value Network -24 JUN 2014Lora Cecere
Executive Overview
Supply chain management is a balancing act. It requires alignment. This is easier said than done. The terms lack definition. What is balance? How can companies judge alignment? What defines improvement? In this series of reports, we want to help.
Day by day leaders are forced to make decisions on priorities and trade-offs like growth, profitability, cycle, and complexity. The supply chain leader is charged with improving the potential of an organization at the intersection of operating margins, inventory turns and case-fill rate1. But are the choices that are made conscious or unconscious? This is a strong factor in determining supply chain excellence. It is our hope that through this series of reports the choices can be made consciously, based on an improved knowledge of what is possible.
In our research, we find that laggards are held hostage and struggle to balance disparate demands with the threat of throwing the supply chain out of alignment. Success requires a nuanced approach using a portfolio of carefully selected metrics to ensure success.
While supply chain excellence does not make a company, it is hard for a company to succeed without it. While the discrete industries are more focused on cycles, the consumer value network is more focused on the optimization of flows.
Progress on the Supply Chain Index
The Supply Chain Index is a new methodology to measure corporate performance on the Supply Chain Effective Frontier. It was defined by the Supply Chain Insights team based on 30 months of research.
We find that supply chain practitioners struggle to manage conflicting priorities. To visualize this, we built the Effective Frontier Model. As shown in Figure 2, the Effective Frontier visualizes the competing priorities of every supply chain leader. Growth and profitability should be maximized, cycle time should be reduced, and complexity should be managed. However, an overweighed focus on any one of the four categories can wreak havoc on the operations of a supply chain. A focus on a singular metric can throw the supply chain out of balance.
The Supply Chain Index is designed to measure progress on balance, and metrics alignment. To build the Index, we chose the metrics of year-over-year growth, return on invested capital (ROIC), operating margin and inventory turns.
Executive Summary
Supply chain excellence makes a difference to corporate value. Resilient, predictable, and forward-looking supply chain processes drive sustained balance sheet improvement. This is especially true in times of declining growth. (In this research, only four industries—aerospace & defense, apparel, automotive, and packaging suppliers—experienced growth for 2009-2014.)
Leaders want to drive excellence. By their nature these leaders are competitive. They want to power performance improvements, increase corporate value, and outpace competitors. It is not easy. The rate of business change is intense and the personal stakes are high. Day after day, supply chain leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology there is now a way to gauge improvement.
When we started this work we were fearful that the methodology would not be selective enough to reward leaders. Our fear was that the list would be too large. However, we should not have worried. For two consecutive years only 10% of the companies studied are performing above the average of their peer group on the Supply Chain Metrics That Matter—operating margin, inventory turns and Return on Invested Capital—while driving improvement to a greater degree than their peer group. It is a select group. Figure 5 shows the 26 winners of the 2015 Supply Chains to Admire analysis.
The 26 companies are: Anheuser-Busch InBev; Audi AG; Biogen Inc; CCL Industries Inc.; Cisco Systems, Inc.; Coloplast Corp.; CVS Pharmacy; Dollar General Corporation; Dollar Tree, Inc.; Eastman Chemical Company; EMC Corporation; The Estée Lauder Companies Inc.; General Mills, Inc.; Intel Corporation; Deere & Company; Lexmark International Inc.; L'Oréal Group; Nike, Inc.; PPG Industries; Qualcomm Inc.; Samsung Electronics Co. Ltd.; United Tractors; Wal-Mart Stores, Inc.; Western Digital Corporation; and Whole Foods Market Inc. (Note: Shorter corporate or trade names are used in the tables within this report.)
Seven companies have made the list for two consecutive years: Cisco Systems, Inc.; General Mills, Inc.; Eastman Chemical Company; EMC Corporation; Anheuser-Busch InBev; Intel Corporation; and Nike, Inc.
Supply Chain Metrics That Matter: A Focus on Chemical, and Oil & Gas Companie...Lora Cecere
Executive Overview
Chemical supply chains serve global markets and multiple industries at varying levels of maturity. Over the last decade, no company stands out as a leader. The industry is stuck unable to make significant improvement on margin, inventory and asset utilization. The facts run counter to traditional beliefs. In most companies, there is a pervasive belief that Chemical and Oil and Gas companies implemented new technologies, and evolved processes to drive improved balance sheet results. As will be shown in this report, this is not true.
Why did this happen? The focus of the chemical companies remains functional and inside-out. The industry is slow to build adaptive networks and even slower to adopt demand-driven processes. This is in sharp contrast to an industry like consumer electronics where the thrusts and changes were swift and direct. To survive, these companies adopted new processes and technologies at a quicker rate than those in the Chemical, and Oil and Gas industries.
BASF wins the Supply Chains to Admire award while Statoil becomes a finalist. To help the industry to understand the current state and benchmark current processes, here we share insights.
The Race for Growth
The chemical industry experienced a post-recessionary boom with growth rates of 11% in the period of 2010-2012. In the recent three years, the growth rate has slowed to -1%. These recent growth rates were greatly affected by the boon and slowing of the Chinese markets and by the ups and down in crude. Over the period, AgroSciences and Specialty chemicals experienced the highest growth rates of the sector.
With the dramatic impact of the economy of growth and industry sector performance, one would think that the supply chain leaders of this sector would be aggressively pursuing market-driven supply chain practices to forecast based on market indicators and translate channel demand to supply. This is not the case. These processes remain very supply-centered with no chemical company driving market-driven programs.
What Is the Value Proposition of Sales and Operations Planning?Lora Cecere
Survey Details: The research for this report was conducted online from January 6 - September 14, 2015 by Supply Chain Insights. Surveys were conducted among Manufacturers and Wholesalers/Distributors/Co-operatives with $250M+ in revenue and who have at least one S&OP process (n=73). For the purpose of analysis, respondents were split between those with a self-reported "effective" S&OP (n=31) and those without (n=42).
Objective: To understand the value proposition of an effective S&OP (Sales and Operations Planning) process. NOTE: An S&OP process was defined as a "tactical planning process to forecast sales and plan operations."
Highlight: Companies with a more effective S&OP process are more aligned, agile and balanced, which leads to greater control and improved response.
Supply Chains to Admire - An Analysis of Supply Chain Excellence for 2006-2013Lora Cecere
Executive Overview
Supply chain excellence matters. It can make or break corporate performance. To drive improvements, companies need a clear definition of supply chain competency. It is easier to state than to define, and the market is full of beliefs that are not grounded by hard, cold facts.
Now 30-years old, the practice of supply chain management is still evolving. While companies speak of ‘best practices’, and boast about improvements in operating margin, inventory levels and asset management in conference after conference, we do not see it in our analysis of balance sheet information for any industry. The reason? The supply chain is not well-understood by executive teams, and many companies have pursued a project-based approach (implementing multiple projects with ROI above a threshold) or a focus on vertical excellence (where functional charters create very strong functional excellence); however, this is misguided. We do not find that these two approaches make a difference. Instead, we find that it is supply chain leadership driving resilient, predictable, and forward-looking processes that drives sustained balance sheet improvement. We find that for top performers that it happens in a slow and steady pattern versus the big-bang approach.
Supply chain leaders want to drive excellence. By their nature, these leaders are competitive. They want to drive performance improvements, increase corporate value and outpace competitors. It is not easy. The rate of business change is intense and the personal stakes are high. Day after day, leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology, there now is a way to gauge improvement.
Collecting the data and doing the analysis in this report is the result of a 24-month effort. We were fearful at the end of the process that it would be difficult to pick the top performers, but we should not have worried. When we applied the methodology, the top companies hopped off the page. They were easy to spot. Listed by industry, the Companies to Admire are listed in Table 4. Within a peer group, we place them within alpha order. Due to the complexity of the analysis it is hard to rate them more granularly.
No companies made the list from the contract manufacturing, medical device, paper, pharmaceutical or retail peer groups. Likewise, there were more companies that made the list in the industrial than the consumer value networks.
Supply Chain Metrics That Matter: A Focus on the Retail Industry - 16 FEB 2017Lora Cecere
Report Details: This report is based on analysis of financial balance sheet and income statement data within the Retail industry, for the period of 2006-2015. The data is collected from YCharts.
Objective: To use financial balance sheet and income statement data to better understand the state of Grocery Retailers' and Mass Merchants' supply chains and to determine which companies’ supply chains did the best on the delivery of a portfolio of metrics over the last decade.
Highlight: During the Great Recession retailers faced strong declines in spending. It was a critical time, but for many it was an opportunity to emerge stronger. Those who redefined their stores for the dollar-conscious customer or built new and innovative formats while driving supply chain innovation, drove strong balance sheet results. Others learned that doing traditional retail more efficiently was not enough.
This document provides a summary of research conducted by Supply Chain Insights LLC in 2015. Key findings include:
- Most industries saw small gains or tread water in key metrics like operating margins and inventory turns. A few saw more progress.
- 26 companies were identified as "Supply Chains to Admire" based on above-peer performance and improvement in metrics.
- Companies are increasing spending on supply chain planning and execution technologies like warehouse management.
- Building an effective Supply Chain Center of Excellence requires defining excellence, developing planning systems, and investing in the Center.
- Supply chain design maturity progresses through 5 stages from focusing on locations to designing complete value networks.
Supply Chain Metrics That Matter: A Focus on Pharmaceutical Companies - 2016Lora Cecere
Supply Chain Metrics That Matter: A Focus on Pharmaceutical Companies – 2016
2006-2015
This report is based on analysis of financial balance sheet data and income statements for the pharmaceutical industry over the period of 2006-2015. (Data is sourced from YCharts). The report reflects insights from the pre- and post-recession periods and compares the progress of companies within the peer group(s).
RESEARCH OVERVIEW:
Report Details: This report is based on analysis of financial balance sheet and income statement data within the pharmaceutical industry, for the period of 2006-2015. The data is collected from YCharts.
Objective: To use financial balance sheet and income statement data to better understand the state of pharmaceutical supply chains and to determine which Pharmaceutical company’s supply chain did the best on the delivery of a portfolio of metrics over the last decade.
Hypothesis: The supply chain within the pharmaceutical industry is increasing in importance to deliver on the objectives of quality, drug efficacy and reliability. Risk mitigation, and counterfeiting are important cornerstones for the end-to-end supply chain vision.
Supply Chain Index: Evaluating the Consumer Value Network -24 JUN 2014Lora Cecere
Executive Overview
Supply chain management is a balancing act. It requires alignment. This is easier said than done. The terms lack definition. What is balance? How can companies judge alignment? What defines improvement? In this series of reports, we want to help.
Day by day leaders are forced to make decisions on priorities and trade-offs like growth, profitability, cycle, and complexity. The supply chain leader is charged with improving the potential of an organization at the intersection of operating margins, inventory turns and case-fill rate1. But are the choices that are made conscious or unconscious? This is a strong factor in determining supply chain excellence. It is our hope that through this series of reports the choices can be made consciously, based on an improved knowledge of what is possible.
In our research, we find that laggards are held hostage and struggle to balance disparate demands with the threat of throwing the supply chain out of alignment. Success requires a nuanced approach using a portfolio of carefully selected metrics to ensure success.
While supply chain excellence does not make a company, it is hard for a company to succeed without it. While the discrete industries are more focused on cycles, the consumer value network is more focused on the optimization of flows.
Progress on the Supply Chain Index
The Supply Chain Index is a new methodology to measure corporate performance on the Supply Chain Effective Frontier. It was defined by the Supply Chain Insights team based on 30 months of research.
We find that supply chain practitioners struggle to manage conflicting priorities. To visualize this, we built the Effective Frontier Model. As shown in Figure 2, the Effective Frontier visualizes the competing priorities of every supply chain leader. Growth and profitability should be maximized, cycle time should be reduced, and complexity should be managed. However, an overweighed focus on any one of the four categories can wreak havoc on the operations of a supply chain. A focus on a singular metric can throw the supply chain out of balance.
The Supply Chain Index is designed to measure progress on balance, and metrics alignment. To build the Index, we chose the metrics of year-over-year growth, return on invested capital (ROIC), operating margin and inventory turns.
Executive Summary
Supply chain excellence makes a difference to corporate value. Resilient, predictable, and forward-looking supply chain processes drive sustained balance sheet improvement. This is especially true in times of declining growth. (In this research, only four industries—aerospace & defense, apparel, automotive, and packaging suppliers—experienced growth for 2009-2014.)
Leaders want to drive excellence. By their nature these leaders are competitive. They want to power performance improvements, increase corporate value, and outpace competitors. It is not easy. The rate of business change is intense and the personal stakes are high. Day after day, supply chain leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology there is now a way to gauge improvement.
When we started this work we were fearful that the methodology would not be selective enough to reward leaders. Our fear was that the list would be too large. However, we should not have worried. For two consecutive years only 10% of the companies studied are performing above the average of their peer group on the Supply Chain Metrics That Matter—operating margin, inventory turns and Return on Invested Capital—while driving improvement to a greater degree than their peer group. It is a select group. Figure 5 shows the 26 winners of the 2015 Supply Chains to Admire analysis.
The 26 companies are: Anheuser-Busch InBev; Audi AG; Biogen Inc; CCL Industries Inc.; Cisco Systems, Inc.; Coloplast Corp.; CVS Pharmacy; Dollar General Corporation; Dollar Tree, Inc.; Eastman Chemical Company; EMC Corporation; The Estée Lauder Companies Inc.; General Mills, Inc.; Intel Corporation; Deere & Company; Lexmark International Inc.; L'Oréal Group; Nike, Inc.; PPG Industries; Qualcomm Inc.; Samsung Electronics Co. Ltd.; United Tractors; Wal-Mart Stores, Inc.; Western Digital Corporation; and Whole Foods Market Inc. (Note: Shorter corporate or trade names are used in the tables within this report.)
Seven companies have made the list for two consecutive years: Cisco Systems, Inc.; General Mills, Inc.; Eastman Chemical Company; EMC Corporation; Anheuser-Busch InBev; Intel Corporation; and Nike, Inc.
Supply Chain Metrics That Matter: A Focus on Chemical, and Oil & Gas Companie...Lora Cecere
Executive Overview
Chemical supply chains serve global markets and multiple industries at varying levels of maturity. Over the last decade, no company stands out as a leader. The industry is stuck unable to make significant improvement on margin, inventory and asset utilization. The facts run counter to traditional beliefs. In most companies, there is a pervasive belief that Chemical and Oil and Gas companies implemented new technologies, and evolved processes to drive improved balance sheet results. As will be shown in this report, this is not true.
Why did this happen? The focus of the chemical companies remains functional and inside-out. The industry is slow to build adaptive networks and even slower to adopt demand-driven processes. This is in sharp contrast to an industry like consumer electronics where the thrusts and changes were swift and direct. To survive, these companies adopted new processes and technologies at a quicker rate than those in the Chemical, and Oil and Gas industries.
BASF wins the Supply Chains to Admire award while Statoil becomes a finalist. To help the industry to understand the current state and benchmark current processes, here we share insights.
The Race for Growth
The chemical industry experienced a post-recessionary boom with growth rates of 11% in the period of 2010-2012. In the recent three years, the growth rate has slowed to -1%. These recent growth rates were greatly affected by the boon and slowing of the Chinese markets and by the ups and down in crude. Over the period, AgroSciences and Specialty chemicals experienced the highest growth rates of the sector.
With the dramatic impact of the economy of growth and industry sector performance, one would think that the supply chain leaders of this sector would be aggressively pursuing market-driven supply chain practices to forecast based on market indicators and translate channel demand to supply. This is not the case. These processes remain very supply-centered with no chemical company driving market-driven programs.
What Is the Value Proposition of Sales and Operations Planning?Lora Cecere
Survey Details: The research for this report was conducted online from January 6 - September 14, 2015 by Supply Chain Insights. Surveys were conducted among Manufacturers and Wholesalers/Distributors/Co-operatives with $250M+ in revenue and who have at least one S&OP process (n=73). For the purpose of analysis, respondents were split between those with a self-reported "effective" S&OP (n=31) and those without (n=42).
Objective: To understand the value proposition of an effective S&OP (Sales and Operations Planning) process. NOTE: An S&OP process was defined as a "tactical planning process to forecast sales and plan operations."
Highlight: Companies with a more effective S&OP process are more aligned, agile and balanced, which leads to greater control and improved response.
Supply Chains to Admire - An Analysis of Supply Chain Excellence for 2006-2013Lora Cecere
Executive Overview
Supply chain excellence matters. It can make or break corporate performance. To drive improvements, companies need a clear definition of supply chain competency. It is easier to state than to define, and the market is full of beliefs that are not grounded by hard, cold facts.
Now 30-years old, the practice of supply chain management is still evolving. While companies speak of ‘best practices’, and boast about improvements in operating margin, inventory levels and asset management in conference after conference, we do not see it in our analysis of balance sheet information for any industry. The reason? The supply chain is not well-understood by executive teams, and many companies have pursued a project-based approach (implementing multiple projects with ROI above a threshold) or a focus on vertical excellence (where functional charters create very strong functional excellence); however, this is misguided. We do not find that these two approaches make a difference. Instead, we find that it is supply chain leadership driving resilient, predictable, and forward-looking processes that drives sustained balance sheet improvement. We find that for top performers that it happens in a slow and steady pattern versus the big-bang approach.
Supply chain leaders want to drive excellence. By their nature, these leaders are competitive. They want to drive performance improvements, increase corporate value and outpace competitors. It is not easy. The rate of business change is intense and the personal stakes are high. Day after day, leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology, there now is a way to gauge improvement.
Collecting the data and doing the analysis in this report is the result of a 24-month effort. We were fearful at the end of the process that it would be difficult to pick the top performers, but we should not have worried. When we applied the methodology, the top companies hopped off the page. They were easy to spot. Listed by industry, the Companies to Admire are listed in Table 4. Within a peer group, we place them within alpha order. Due to the complexity of the analysis it is hard to rate them more granularly.
No companies made the list from the contract manufacturing, medical device, paper, pharmaceutical or retail peer groups. Likewise, there were more companies that made the list in the industrial than the consumer value networks.
Supply Chain Metrics That Matter: A Focus on the Retail Industry - 16 FEB 2017Lora Cecere
Report Details: This report is based on analysis of financial balance sheet and income statement data within the Retail industry, for the period of 2006-2015. The data is collected from YCharts.
Objective: To use financial balance sheet and income statement data to better understand the state of Grocery Retailers' and Mass Merchants' supply chains and to determine which companies’ supply chains did the best on the delivery of a portfolio of metrics over the last decade.
Highlight: During the Great Recession retailers faced strong declines in spending. It was a critical time, but for many it was an opportunity to emerge stronger. Those who redefined their stores for the dollar-conscious customer or built new and innovative formats while driving supply chain innovation, drove strong balance sheet results. Others learned that doing traditional retail more efficiently was not enough.
This document provides a summary of research conducted by Supply Chain Insights LLC in 2015. Key findings include:
- Most industries saw small gains or tread water in key metrics like operating margins and inventory turns. A few saw more progress.
- 26 companies were identified as "Supply Chains to Admire" based on above-peer performance and improvement in metrics.
- Companies are increasing spending on supply chain planning and execution technologies like warehouse management.
- Building an effective Supply Chain Center of Excellence requires defining excellence, developing planning systems, and investing in the Center.
- Supply chain design maturity progresses through 5 stages from focusing on locations to designing complete value networks.
Supply Chain Metrics That Matter: A Focus on Pharmaceutical Companies - 2016Lora Cecere
Supply Chain Metrics That Matter: A Focus on Pharmaceutical Companies – 2016
2006-2015
This report is based on analysis of financial balance sheet data and income statements for the pharmaceutical industry over the period of 2006-2015. (Data is sourced from YCharts). The report reflects insights from the pre- and post-recession periods and compares the progress of companies within the peer group(s).
RESEARCH OVERVIEW:
Report Details: This report is based on analysis of financial balance sheet and income statement data within the pharmaceutical industry, for the period of 2006-2015. The data is collected from YCharts.
Objective: To use financial balance sheet and income statement data to better understand the state of pharmaceutical supply chains and to determine which Pharmaceutical company’s supply chain did the best on the delivery of a portfolio of metrics over the last decade.
Hypothesis: The supply chain within the pharmaceutical industry is increasing in importance to deliver on the objectives of quality, drug efficacy and reliability. Risk mitigation, and counterfeiting are important cornerstones for the end-to-end supply chain vision.
Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - ReportLora Cecere
Executive Overview
Over the course of the last decade, retailers made more progress on costs and inventory turns than manufacturers. In the rush for technology adoption, we commonly find companies overstating what is possible because they are not clear on the historical trends, and often mistakenly coached to overcommit by industry consultants to justify technology investments.
In studying supply chain metrics, we find that each industry has a definitive pattern. Few are linear. To set reasonable goals, the definitions need to be very industry specific. That is the goal of this report.
In developing supply chain strategy, one of the first objectives is defining what is possible. This involves delineating the metrics, establishing reasonable targets, and rates of improvement. In the review of strategy documents for clients, we find that most companies are not clear on any of these critical sets of assumptions. This report is designed to help. We start with the definition of metrics and then share industry progress for the period of 2006-2016. This report ends with recommendations and conclusions.
• Report Details: This report is based on the analysis of orbit chart charts showing year-over-year supply chain performance at the intersection of operating margin and inventory turns for twenty industries for the period of 2006-2016. The goal is to help supply chain leaders to understand what is possible.
• Objective: As supply chain leaders attempt to define supply chain excellence, they need guidance on industry supply chain performance and overall trends for benchmarking. The goal is to help supply chain leaders make better decisions.
• Hypothesis: Each industry is unique and a good supply chain has different characteristics based upon the specific industry it is in, the product it creates and the customers it serves. Our aim is to help supply chain leaders understand relative industry performance. As shown in this report, each individual industry is charting a unique path on supply chain performance.
Supply Chain Metrics That Matter - A Focus on Chemical Companies - 28 May 2015Lora Cecere
The basis of this report is publicly available information from corporate annual reports from the period of 2006-2014 for publicly-owned companies in the chemical industry. The methodology to understand supply chain performance and improvement is based on three years of data mining of supply chain financial ratios. In Table 1, we share the supply chain ratios we analyzed to understand the trends in the Supply Chain Metrics That Matter report series
Table 1. Financial Ratios Considered in the Development of the Supply Chain Index
While there are other measurements which we believe are important in the determination of supply chain excellence—forecast accuracy, case fill rate, carbon footprint, and inventory write-offs—we cannot find a reliable and consistent source of data for these metrics that covers all industries and the years studied. While these metrics are valuable, we find that the industry data sources are spotty and largely inaccurate due to the self-reporting of data. Without a consistent data source across the industries, we cannot include these factors even though we believe that they are important.
The Supply Chain Index methodology was built on the belief that the supply chain is a complex system with increasing complexity. We believe it is the supply chain leader’s role to build and manage supply chain performance to drive year-over-year improvements which are balanced, strong and resilient. We find that most companies throw the system out of balance and are able to drive progress only on a single metric, not a metrics portfolio. To illustrate this point, in the development of the Supply Chains to Admire Report, we studied public manufacturing and retail companies for the period of 2006-2013, and we found that only 21 of the companies in the study group performed better than their peer group on the portfolio of metrics of operating margin, inventory turns and Return on Invested Capital (ROIC).
In our review of the data in this report with supply chain leaders, we found that most companies are not aware of how they rate relative to their peer group, and many have driven a singular metric as opposed to a balanced portfolio.
In the management of the supply chain, there are many metrics. In fact, we find that most supply chain leaders measure too many, which drives confusion. Our first goal in the research was to determine which metrics should be tracked in the portfolio analysis. To understand the relationship between supply chain performance and market capitalization, we calculated the correlation of seven years of financial ratios (based on quarterly reporting) to market capitalization (the number of outstanding shares multiplied by the share price) on a quarterly basis. The results of this study on the correlation to market capitalization are presented in Table 2. Our goal was to select a portfolio of metrics that could be meaningful to all industries.
Supply Chain Metrics That Matter: A Focus on the High-Tech Industry - 2016Lora Cecere
This document provides an overview and analysis of supply chain metrics and performance in the high-tech industry over the past decade. It examines trends in revenue growth, operating margin, inventory turns, and return on invested capital for various high-tech sectors. The analysis finds that while most companies improved one or two metrics, few improved their balanced portfolio of metrics overall. It also explores definitions and measurements of key concepts like value, balance, strength and resiliency in evaluating supply chain excellence.
The Global Supply Chain Ups the Ante for Risk ManagementLora Cecere
This document discusses the importance of risk management for companies with global supply chains. It summarizes the results of a quantitative study on current risk management practices. Some key findings are:
1) Risk management is seen as important for preventing disruptions but ranks lower than other business issues in terms of pain.
2) Supply chain disruptions, especially those involving ports, can have major impacts that linger for years.
3) Advanced risk management programs are led by top executives and focus on prevention, early detection of issues, and contingency planning.
4) Monitoring supplier financial health and developing suppliers are seen as important aspects of risk management by more mature programs.
Supply Chain Metrics That Matter - A Focus on Pharmaceutical Companies - 27 A...Lora Cecere
Executive Overview
When we compiled the Supply Chains to Admire Report in August 2014, no pharmaceutical company made the list. To make the list, a company had to deliver performance (above average results for the period of 2009-2013 than their peer group on a portfolio of metrics including operating margin, inventory turns and Return on Invested Capital) and drive supply chain improvement (based on the Supply Chain Index) faster than their peer group. We believe both performance and improvement matter.
In the pharmaceutical industry, we find most companies to be stuck. They have either regressed in supply chain performance or they are at the same point as they were a decade ago. For many supply chain leaders that attend conferences, this may seem unfathomable. There is an industry belief that companies have implemented new technologies, and evolved processes, and driven improved balance sheet results.
As we will show in this report, as seen in Figure 4, this is not necessarily the case. On average, AstraZeneca has outperformed Bristol-Myers Squibb, and the industry as a whole, but they are not resilient. They have gone backwards in margin and not sustained inventory turn improvements. In contrast, Bristol-Meyers Squibb has not made progress in either performance or improvement and has remained at the same level of performance, without improvement, throughout the period.
Supply Chain Metrics That Matter: A Focus on Aerospace & Defense Companies 2017Lora Cecere
Executive Overview
A concentrated industry with few players, Aerospace & Defense (A&D) is unique. While demand in the Aerospace industry is relatively stable, the Defense Industry is volatile. Driven by technology innovation, success lies in the integration of R&D processes into the end-to-end supply chain. The A&D supply chain is largely a story of supply chain excellence in procurement and sourcing strategies. With a dependency on scarce materials, and sole-sourcing strategies, the industry fights to survive.
Government spending drives the defense supply chain. Companies in this industry compete for government contracts that range from hundreds of millions to billions of dollars. The magnitude of these contracts defines winners and losers for the industry. Demand is lumpy and volatile. Companies such as Lockheed Martin and Boeing have had a long-lasting relationship with the government re defense spending, but they live contract by contract. In contrast, the commercial aircraft side is much different. It is driven by long-term economic trends
Government ups the ante for the latest and best technology for global defense. As the technology in jets, weapons, and missile-defense systems continues to advance, the supply chain becomes more complex with increasing pressures on driving innovation. To better understand the industry in relation to supply chain management, let’s start by looking at it within the larger context of the A&D value network. Growth is increasing, margins are decreasing, and longer cash-to-cash cycles are increasing working capital. In Table 1, we share the trends and metrics progress on the Supply Chain Metrics That Matter. These charts are set up to take a hard look at value chains. To understand the table, let’s take a look at the data. For the period of 2010-2016 the average growth of the industry was 4%. However, if the year-over-year growth rate of 2016 is compared to 2010, the growth rate is down 19% in a year-by -year comparison. The red arrows represent a negative trend while the green arrow represents a positive trend. Notice within this value chain that most of the arrows are red. While the industry is more dependent on software and computer hardware, there has been little collaboration to drive value between trading partners. Also note that this industry has the longest Cash-to-Cash cycles of any that we have studied, and the impact of lengthening payables in government spending resulted in a 12% increase in Cash-to-Cash with an average days of Cash-to-Cash of 152.
Table 1. Industry Overview of Trends for the Period of 2010-2016
In this report, we take a detailed look at elements of the metrics portfolio, and then wrap up with excerpts from annual reports to enable the reader to understand the “voice” of the industry.
Launch of the Supply Chain Index - 11 JUNE 2013Lora Cecere
This document introduces a new Supply Chain Index that aims to determine which supply chain metrics correlate most strongly with financial market valuations, as measured by market capitalization, across different industries. It describes 18 months of research analyzing correlations between supply chain financial ratios and market cap data for various industries. Key findings include that the metrics that matter most vary significantly by industry, and that some industries like household/personal products have clear supply chain leaders while others do not. The report aims to help supply chain leaders understand which metrics have the greatest impact on improving shareholder value for their specific industry.
2017 Supply Chains to Admire - 13 JUN 2017 reportLora Cecere
The Supply Chains to Admire™ analysis is an annual study of supply chain excellence. Now in its fourth year of development, the focus of this research is to better understand supply chain performance and improvement of 494 publicly held companies in 31 peer groups for the period of 2010-2016. At the 2017 Supply Chain Insights Global Summit, winners from the analysis will share insights on driving supply chain excellence.
2016 Supply Chains to Admire - Report - 26 July 2016Lora Cecere
This document provides a summary of the 2016 Supply Chains to Admire report, which analyzes supply chain performance and shareholder value creation for 320 companies across 31 industries from 2009-2015. Sixteen companies were identified as "winners" that met criteria for improvement, value creation, and performance against peers. An additional 21 companies were "finalists" that also drove higher improvement and value. The report finds discrete industries like technology and medical devices had the most winners/finalists, while process industries like food and beverages showed more regression. Common traits of top supply chains included consistent leadership, managing complexity, and focus on horizontal processes rather than functional optimization.
Supply Chain Metrics That Matter: A Focus on RetailLora Cecere
■Survey Details: The basis of this report is publically available information from corporate annual reports from the period of 2000-2012. In this report, we use this data to understand the past trends and future projections of retail industry supply chains. To drive insights, we augment this financial data with information that we have obtained through interactions with retail clients and recent insights from our quantitative research studies.
■Objective: To use financial balance sheet data coupled with recent research to better understand the state of retail supply chains.
■Hypothesis: With the shifts in the channel, the role of the store has changed, and there is a need to redefine value in the value chain.
Supply Chain Metrics That Matter: A Focus on Food and Beverage Companies - 15...Lora Cecere
Executive Overview
Food and Beverage supply chains serve local markets. Regional taste buds drive localized assortment. While many are attempting to be global, they have strong regional governance drivers. As a result, growth agendas have driven an increase in items by 32% since 2010. Product complexity grew faster than growth. Average sales per item dropped 22% . This increase in complexity lengthened the long tail of the supply chain affecting both cost and inventory.
We hope this report can be a guide to help companies understand what is possible to determine more accurate set points, and understand the relationship between supply chain metric performance and value.
As will be seen, in the Food and Beverage industries we find most companies to be stuck on the critical metrics that drive value. They have either regressed in supply chain performance or they are at the same point they were a decade ago. For many supply chain leaders who attend conferences this may seem unfathomable. There is an industry belief that companies have implemented new technologies, and evolved processes, and driven improved balance sheet results. As will be shown in this report, this is not true.
The analysis also demonstrates the importance of outside-in supply chain excellence programs. Who does the best? Hershey outperforms within the Food group and makes the Supply Chains to Admire list for 2016; and while AB/InBev drives the strongest performance in the Beverage category, it is not sufficient to make the list. The goal of this report is to enable benchmarking and to spark a new conversation on value in the definition of supply chain excellence.
Putting Together the Pieces - A Guide to S&OP Technology Selection- 20 AUGUST...Lora Cecere
This report is the third in a three-part series. First we define a market-driven value network, then we apply these concepts to the Sales and Operations Planning process, and finally, we discuss the purchase of technology to enable this vision. Here are links to the reports:
• Building Market-driven Value Networks
• Market-driven Sales and Operations Planning
• Putting Together the Pieces
This report is based on nine years of observations of the Sales and Operations Software market’s evolution. It is built on the premise that the best research is based on year-over-year studies and ongoing market triangulation.
What Drives Inventory Effectiveness in a Market-Driven World? Lora Cecere
Survey Details: The research for this report was conducted from February 12 - October 8, 2015. Surveys were conducted among Manufacturers, Retailers, and Wholesalers/Distributors/Co-operatives with $250M+ in revenue and who use (and are familiar with) inventory optimization software (n=64). Respondents were evenly split between those using basic (ERP or ERP+APS) and advanced (software in addition to ERP/APS) software. All surveys were conducted by Supply Chain Insights.
Objective: To understand the impact of inventory optimization software on supply chain excellence. NOTE: inventory optimization software was defined as "any form of ERP (Enterprise Resource Planning), APS (Advanced Planned Software), or sophisticated inventory planning tools."
Highlight: Companies who use advanced software are more likely to be satisfied with their software, to be effective at making inventory decisions and to drive a return on investment for their software.
Putting Together the Pieces - The 2013 Guide to S&OP Technology SelectionLora Cecere
This document provides an overview and guide for selecting Sales and Operations Planning (S&OP) technology. It discusses:
1) A five-stage model for S&OP process maturity, from delivering a feasible plan to orchestrating market-driven value networks.
2) Factors to consider in technology selection, including organizational maturity, industry requirements, and IT requirements.
3) Myths about S&OP and technology that companies should avoid.
4) A three-step methodology for technology selection: assessing organizational maturity, defining industry needs, and determining IT requirements.
5) Descriptions of 32 S&OP technology solutions and the capabilities they provide for different stages of maturity.
The
How Can You Drive Opportunity If You Cannot Manage Risk?Lora Cecere
Report Details: The research for this report was conducted via an online survey from March 12 - May 11, 2018. Surveys were conducted among 93 respondents -- a mix of business users (manufacturers, wholesalers/distributors/co-operatives, and third-party logistics providers, n=34), vendors (software providers and consultants, n=39), and others (academics, analysts, unemployed, and others, n=20).
Objective: To understand the current and expected future state of supply chain risk management, the biggest drivers of risk, and the impact on supply chain disruptions. NOTE: supply chain risk management is defined as the proactive identification and assessment of potential risks to the supply chain, as well as the development of strategies to avoid these risks.
Highlight: Nearly two-thirds of respondents believe that their company performs better today on risk management practices than five years ago yet they had 3.5 disruptions last year on average. Managing risk requires a network approach. Today’s investments in end-to-end supply chain are by and large not effective in risk mitigation. Only 37% have visibility of extended-tier suppliers and most lack the solutions to manage global complexity.
This document summarizes the preliminary results of an inventory optimization study conducted by Supply Chain Insights LLC between February and May 2015. It finds that nearly half of respondents have advanced inventory optimization software, most commonly SAP, and nearly half are satisfied with their current software. However, areas needing improvement include strengthening sales and operations planning maturity, increasing leadership understanding of inventory issues, and better adherence to inventory targets. The document also examines cross-functional alignment challenges and trends in increasing business pain points related to factors like demand volatility, risk management, and the speed of business.
Supply Chain Metrics That Matter: A Focus on the Consumer Products Industry 2...Lora Cecere
Supply Chain Metrics That Matter will be a series of reports published intermittently throughout the year by Supply Chain Insights LLC. Within the world of Supply Chain Management (SCM), each industry is unique. To help companies understand differences, each report is a deep dive on a different industry.
While we find it useful to understand the evolution of supply chain excellence by comparing industries, we feel that the true stories of supply chain excellence can only be really understood by comparing what happened within a period by peer group. The goal of this series is to share these insights. These reports are intended for you to read, share and use to improve your supply chain decisions.
The average Consumer Products (CP) company is stronger in the execution of supply chain management practices than their retail or pharmaceutical counterparts, but as companies will see in later reports, CP progress has not been equal to that of High-tech and Electronics manufacturers.
CP companies (including both consumer packaged goods (CPG) and food & beverage companies) tend to be marketing-driven. They are struggling to understand the differences between new market-driven, and their well-oiled marketing-driven, supply chains. With a strong legacy in building persuasive marketing programs, the companies have leveraged a global “one-size-fits-all” push-based supply chain strategy. These traditional supply chain management (SCM) definitions have produced supply chains that respond, but don’t sense. They are efficient, but not adaptive. They tend to be long (greater than twenty weeks) with waste pockets between nodes.
The landscape of the industry has been greatly affected by mergers and acquisitions. In the past decade, 57 companies were absorbed into ten. The industry is still digesting this change. While most companies have 150 unique systems, the manufacturers in this industry will often have five times the industry average. Getting to the right data to improve decision making continues to be a challenge.
Inventory Optimization in a Market-Driven World - 27 APR 2015Lora Cecere
This document discusses inventory optimization in market-driven supply chains. It defines what it means for a supply chain to be market-driven and explains that market-driven supply chains require a holistic approach to inventory management that focuses on both inventory levels and the form and function of inventory across multiple tiers. The role of inventory has increased in importance for market-driven supply chains due to factors like increasing demand latency, organizational tensions around inventory reduction, the long tail of demand, and the bullwhip effect of global operations. A multi-tier inventory optimization approach is needed to manage inventory in these complex, market-driven supply network contexts.
In June of this year, we will publish our fifth analysis of the Supply Chains to Admire. The Supply Chains to Admire methodology celebrates companies that outperform their peer group while driving a faster rate of improvement. Improvement is easier to say than to measure. To create the Supply Chains to Admire, we developed a methodology to measure improvement. It is defined by the Supply Chain Index. To help companies better understand the Supply Chain Index and relative rates of change within an industry, here we dedicate an entire report to the methodology underlying the Index.
This document summarizes the key points from a presentation on the GRESB survey in the Nordics. The presentation covered how GRESB serves real estate companies, funds, and investors by providing sustainability monitoring, benchmarking, and communication. It was noted that participating in GRESB provides benefits like improved transparency, credibility, and ideas for improving sustainability performance. However, responding to the survey also requires significant time and resources. Overall, GRESB was seen as an important sustainability ranking scheme that can improve members' sustainability efforts through benchmarking and engaging with investors on ESG issues.
Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - ReportLora Cecere
Executive Overview
Over the course of the last decade, retailers made more progress on costs and inventory turns than manufacturers. In the rush for technology adoption, we commonly find companies overstating what is possible because they are not clear on the historical trends, and often mistakenly coached to overcommit by industry consultants to justify technology investments.
In studying supply chain metrics, we find that each industry has a definitive pattern. Few are linear. To set reasonable goals, the definitions need to be very industry specific. That is the goal of this report.
In developing supply chain strategy, one of the first objectives is defining what is possible. This involves delineating the metrics, establishing reasonable targets, and rates of improvement. In the review of strategy documents for clients, we find that most companies are not clear on any of these critical sets of assumptions. This report is designed to help. We start with the definition of metrics and then share industry progress for the period of 2006-2016. This report ends with recommendations and conclusions.
• Report Details: This report is based on the analysis of orbit chart charts showing year-over-year supply chain performance at the intersection of operating margin and inventory turns for twenty industries for the period of 2006-2016. The goal is to help supply chain leaders to understand what is possible.
• Objective: As supply chain leaders attempt to define supply chain excellence, they need guidance on industry supply chain performance and overall trends for benchmarking. The goal is to help supply chain leaders make better decisions.
• Hypothesis: Each industry is unique and a good supply chain has different characteristics based upon the specific industry it is in, the product it creates and the customers it serves. Our aim is to help supply chain leaders understand relative industry performance. As shown in this report, each individual industry is charting a unique path on supply chain performance.
Supply Chain Metrics That Matter - A Focus on Chemical Companies - 28 May 2015Lora Cecere
The basis of this report is publicly available information from corporate annual reports from the period of 2006-2014 for publicly-owned companies in the chemical industry. The methodology to understand supply chain performance and improvement is based on three years of data mining of supply chain financial ratios. In Table 1, we share the supply chain ratios we analyzed to understand the trends in the Supply Chain Metrics That Matter report series
Table 1. Financial Ratios Considered in the Development of the Supply Chain Index
While there are other measurements which we believe are important in the determination of supply chain excellence—forecast accuracy, case fill rate, carbon footprint, and inventory write-offs—we cannot find a reliable and consistent source of data for these metrics that covers all industries and the years studied. While these metrics are valuable, we find that the industry data sources are spotty and largely inaccurate due to the self-reporting of data. Without a consistent data source across the industries, we cannot include these factors even though we believe that they are important.
The Supply Chain Index methodology was built on the belief that the supply chain is a complex system with increasing complexity. We believe it is the supply chain leader’s role to build and manage supply chain performance to drive year-over-year improvements which are balanced, strong and resilient. We find that most companies throw the system out of balance and are able to drive progress only on a single metric, not a metrics portfolio. To illustrate this point, in the development of the Supply Chains to Admire Report, we studied public manufacturing and retail companies for the period of 2006-2013, and we found that only 21 of the companies in the study group performed better than their peer group on the portfolio of metrics of operating margin, inventory turns and Return on Invested Capital (ROIC).
In our review of the data in this report with supply chain leaders, we found that most companies are not aware of how they rate relative to their peer group, and many have driven a singular metric as opposed to a balanced portfolio.
In the management of the supply chain, there are many metrics. In fact, we find that most supply chain leaders measure too many, which drives confusion. Our first goal in the research was to determine which metrics should be tracked in the portfolio analysis. To understand the relationship between supply chain performance and market capitalization, we calculated the correlation of seven years of financial ratios (based on quarterly reporting) to market capitalization (the number of outstanding shares multiplied by the share price) on a quarterly basis. The results of this study on the correlation to market capitalization are presented in Table 2. Our goal was to select a portfolio of metrics that could be meaningful to all industries.
Supply Chain Metrics That Matter: A Focus on the High-Tech Industry - 2016Lora Cecere
This document provides an overview and analysis of supply chain metrics and performance in the high-tech industry over the past decade. It examines trends in revenue growth, operating margin, inventory turns, and return on invested capital for various high-tech sectors. The analysis finds that while most companies improved one or two metrics, few improved their balanced portfolio of metrics overall. It also explores definitions and measurements of key concepts like value, balance, strength and resiliency in evaluating supply chain excellence.
The Global Supply Chain Ups the Ante for Risk ManagementLora Cecere
This document discusses the importance of risk management for companies with global supply chains. It summarizes the results of a quantitative study on current risk management practices. Some key findings are:
1) Risk management is seen as important for preventing disruptions but ranks lower than other business issues in terms of pain.
2) Supply chain disruptions, especially those involving ports, can have major impacts that linger for years.
3) Advanced risk management programs are led by top executives and focus on prevention, early detection of issues, and contingency planning.
4) Monitoring supplier financial health and developing suppliers are seen as important aspects of risk management by more mature programs.
Supply Chain Metrics That Matter - A Focus on Pharmaceutical Companies - 27 A...Lora Cecere
Executive Overview
When we compiled the Supply Chains to Admire Report in August 2014, no pharmaceutical company made the list. To make the list, a company had to deliver performance (above average results for the period of 2009-2013 than their peer group on a portfolio of metrics including operating margin, inventory turns and Return on Invested Capital) and drive supply chain improvement (based on the Supply Chain Index) faster than their peer group. We believe both performance and improvement matter.
In the pharmaceutical industry, we find most companies to be stuck. They have either regressed in supply chain performance or they are at the same point as they were a decade ago. For many supply chain leaders that attend conferences, this may seem unfathomable. There is an industry belief that companies have implemented new technologies, and evolved processes, and driven improved balance sheet results.
As we will show in this report, as seen in Figure 4, this is not necessarily the case. On average, AstraZeneca has outperformed Bristol-Myers Squibb, and the industry as a whole, but they are not resilient. They have gone backwards in margin and not sustained inventory turn improvements. In contrast, Bristol-Meyers Squibb has not made progress in either performance or improvement and has remained at the same level of performance, without improvement, throughout the period.
Supply Chain Metrics That Matter: A Focus on Aerospace & Defense Companies 2017Lora Cecere
Executive Overview
A concentrated industry with few players, Aerospace & Defense (A&D) is unique. While demand in the Aerospace industry is relatively stable, the Defense Industry is volatile. Driven by technology innovation, success lies in the integration of R&D processes into the end-to-end supply chain. The A&D supply chain is largely a story of supply chain excellence in procurement and sourcing strategies. With a dependency on scarce materials, and sole-sourcing strategies, the industry fights to survive.
Government spending drives the defense supply chain. Companies in this industry compete for government contracts that range from hundreds of millions to billions of dollars. The magnitude of these contracts defines winners and losers for the industry. Demand is lumpy and volatile. Companies such as Lockheed Martin and Boeing have had a long-lasting relationship with the government re defense spending, but they live contract by contract. In contrast, the commercial aircraft side is much different. It is driven by long-term economic trends
Government ups the ante for the latest and best technology for global defense. As the technology in jets, weapons, and missile-defense systems continues to advance, the supply chain becomes more complex with increasing pressures on driving innovation. To better understand the industry in relation to supply chain management, let’s start by looking at it within the larger context of the A&D value network. Growth is increasing, margins are decreasing, and longer cash-to-cash cycles are increasing working capital. In Table 1, we share the trends and metrics progress on the Supply Chain Metrics That Matter. These charts are set up to take a hard look at value chains. To understand the table, let’s take a look at the data. For the period of 2010-2016 the average growth of the industry was 4%. However, if the year-over-year growth rate of 2016 is compared to 2010, the growth rate is down 19% in a year-by -year comparison. The red arrows represent a negative trend while the green arrow represents a positive trend. Notice within this value chain that most of the arrows are red. While the industry is more dependent on software and computer hardware, there has been little collaboration to drive value between trading partners. Also note that this industry has the longest Cash-to-Cash cycles of any that we have studied, and the impact of lengthening payables in government spending resulted in a 12% increase in Cash-to-Cash with an average days of Cash-to-Cash of 152.
Table 1. Industry Overview of Trends for the Period of 2010-2016
In this report, we take a detailed look at elements of the metrics portfolio, and then wrap up with excerpts from annual reports to enable the reader to understand the “voice” of the industry.
Launch of the Supply Chain Index - 11 JUNE 2013Lora Cecere
This document introduces a new Supply Chain Index that aims to determine which supply chain metrics correlate most strongly with financial market valuations, as measured by market capitalization, across different industries. It describes 18 months of research analyzing correlations between supply chain financial ratios and market cap data for various industries. Key findings include that the metrics that matter most vary significantly by industry, and that some industries like household/personal products have clear supply chain leaders while others do not. The report aims to help supply chain leaders understand which metrics have the greatest impact on improving shareholder value for their specific industry.
2017 Supply Chains to Admire - 13 JUN 2017 reportLora Cecere
The Supply Chains to Admire™ analysis is an annual study of supply chain excellence. Now in its fourth year of development, the focus of this research is to better understand supply chain performance and improvement of 494 publicly held companies in 31 peer groups for the period of 2010-2016. At the 2017 Supply Chain Insights Global Summit, winners from the analysis will share insights on driving supply chain excellence.
2016 Supply Chains to Admire - Report - 26 July 2016Lora Cecere
This document provides a summary of the 2016 Supply Chains to Admire report, which analyzes supply chain performance and shareholder value creation for 320 companies across 31 industries from 2009-2015. Sixteen companies were identified as "winners" that met criteria for improvement, value creation, and performance against peers. An additional 21 companies were "finalists" that also drove higher improvement and value. The report finds discrete industries like technology and medical devices had the most winners/finalists, while process industries like food and beverages showed more regression. Common traits of top supply chains included consistent leadership, managing complexity, and focus on horizontal processes rather than functional optimization.
Supply Chain Metrics That Matter: A Focus on RetailLora Cecere
■Survey Details: The basis of this report is publically available information from corporate annual reports from the period of 2000-2012. In this report, we use this data to understand the past trends and future projections of retail industry supply chains. To drive insights, we augment this financial data with information that we have obtained through interactions with retail clients and recent insights from our quantitative research studies.
■Objective: To use financial balance sheet data coupled with recent research to better understand the state of retail supply chains.
■Hypothesis: With the shifts in the channel, the role of the store has changed, and there is a need to redefine value in the value chain.
Supply Chain Metrics That Matter: A Focus on Food and Beverage Companies - 15...Lora Cecere
Executive Overview
Food and Beverage supply chains serve local markets. Regional taste buds drive localized assortment. While many are attempting to be global, they have strong regional governance drivers. As a result, growth agendas have driven an increase in items by 32% since 2010. Product complexity grew faster than growth. Average sales per item dropped 22% . This increase in complexity lengthened the long tail of the supply chain affecting both cost and inventory.
We hope this report can be a guide to help companies understand what is possible to determine more accurate set points, and understand the relationship between supply chain metric performance and value.
As will be seen, in the Food and Beverage industries we find most companies to be stuck on the critical metrics that drive value. They have either regressed in supply chain performance or they are at the same point they were a decade ago. For many supply chain leaders who attend conferences this may seem unfathomable. There is an industry belief that companies have implemented new technologies, and evolved processes, and driven improved balance sheet results. As will be shown in this report, this is not true.
The analysis also demonstrates the importance of outside-in supply chain excellence programs. Who does the best? Hershey outperforms within the Food group and makes the Supply Chains to Admire list for 2016; and while AB/InBev drives the strongest performance in the Beverage category, it is not sufficient to make the list. The goal of this report is to enable benchmarking and to spark a new conversation on value in the definition of supply chain excellence.
Putting Together the Pieces - A Guide to S&OP Technology Selection- 20 AUGUST...Lora Cecere
This report is the third in a three-part series. First we define a market-driven value network, then we apply these concepts to the Sales and Operations Planning process, and finally, we discuss the purchase of technology to enable this vision. Here are links to the reports:
• Building Market-driven Value Networks
• Market-driven Sales and Operations Planning
• Putting Together the Pieces
This report is based on nine years of observations of the Sales and Operations Software market’s evolution. It is built on the premise that the best research is based on year-over-year studies and ongoing market triangulation.
What Drives Inventory Effectiveness in a Market-Driven World? Lora Cecere
Survey Details: The research for this report was conducted from February 12 - October 8, 2015. Surveys were conducted among Manufacturers, Retailers, and Wholesalers/Distributors/Co-operatives with $250M+ in revenue and who use (and are familiar with) inventory optimization software (n=64). Respondents were evenly split between those using basic (ERP or ERP+APS) and advanced (software in addition to ERP/APS) software. All surveys were conducted by Supply Chain Insights.
Objective: To understand the impact of inventory optimization software on supply chain excellence. NOTE: inventory optimization software was defined as "any form of ERP (Enterprise Resource Planning), APS (Advanced Planned Software), or sophisticated inventory planning tools."
Highlight: Companies who use advanced software are more likely to be satisfied with their software, to be effective at making inventory decisions and to drive a return on investment for their software.
Putting Together the Pieces - The 2013 Guide to S&OP Technology SelectionLora Cecere
This document provides an overview and guide for selecting Sales and Operations Planning (S&OP) technology. It discusses:
1) A five-stage model for S&OP process maturity, from delivering a feasible plan to orchestrating market-driven value networks.
2) Factors to consider in technology selection, including organizational maturity, industry requirements, and IT requirements.
3) Myths about S&OP and technology that companies should avoid.
4) A three-step methodology for technology selection: assessing organizational maturity, defining industry needs, and determining IT requirements.
5) Descriptions of 32 S&OP technology solutions and the capabilities they provide for different stages of maturity.
The
How Can You Drive Opportunity If You Cannot Manage Risk?Lora Cecere
Report Details: The research for this report was conducted via an online survey from March 12 - May 11, 2018. Surveys were conducted among 93 respondents -- a mix of business users (manufacturers, wholesalers/distributors/co-operatives, and third-party logistics providers, n=34), vendors (software providers and consultants, n=39), and others (academics, analysts, unemployed, and others, n=20).
Objective: To understand the current and expected future state of supply chain risk management, the biggest drivers of risk, and the impact on supply chain disruptions. NOTE: supply chain risk management is defined as the proactive identification and assessment of potential risks to the supply chain, as well as the development of strategies to avoid these risks.
Highlight: Nearly two-thirds of respondents believe that their company performs better today on risk management practices than five years ago yet they had 3.5 disruptions last year on average. Managing risk requires a network approach. Today’s investments in end-to-end supply chain are by and large not effective in risk mitigation. Only 37% have visibility of extended-tier suppliers and most lack the solutions to manage global complexity.
This document summarizes the preliminary results of an inventory optimization study conducted by Supply Chain Insights LLC between February and May 2015. It finds that nearly half of respondents have advanced inventory optimization software, most commonly SAP, and nearly half are satisfied with their current software. However, areas needing improvement include strengthening sales and operations planning maturity, increasing leadership understanding of inventory issues, and better adherence to inventory targets. The document also examines cross-functional alignment challenges and trends in increasing business pain points related to factors like demand volatility, risk management, and the speed of business.
Supply Chain Metrics That Matter: A Focus on the Consumer Products Industry 2...Lora Cecere
Supply Chain Metrics That Matter will be a series of reports published intermittently throughout the year by Supply Chain Insights LLC. Within the world of Supply Chain Management (SCM), each industry is unique. To help companies understand differences, each report is a deep dive on a different industry.
While we find it useful to understand the evolution of supply chain excellence by comparing industries, we feel that the true stories of supply chain excellence can only be really understood by comparing what happened within a period by peer group. The goal of this series is to share these insights. These reports are intended for you to read, share and use to improve your supply chain decisions.
The average Consumer Products (CP) company is stronger in the execution of supply chain management practices than their retail or pharmaceutical counterparts, but as companies will see in later reports, CP progress has not been equal to that of High-tech and Electronics manufacturers.
CP companies (including both consumer packaged goods (CPG) and food & beverage companies) tend to be marketing-driven. They are struggling to understand the differences between new market-driven, and their well-oiled marketing-driven, supply chains. With a strong legacy in building persuasive marketing programs, the companies have leveraged a global “one-size-fits-all” push-based supply chain strategy. These traditional supply chain management (SCM) definitions have produced supply chains that respond, but don’t sense. They are efficient, but not adaptive. They tend to be long (greater than twenty weeks) with waste pockets between nodes.
The landscape of the industry has been greatly affected by mergers and acquisitions. In the past decade, 57 companies were absorbed into ten. The industry is still digesting this change. While most companies have 150 unique systems, the manufacturers in this industry will often have five times the industry average. Getting to the right data to improve decision making continues to be a challenge.
Inventory Optimization in a Market-Driven World - 27 APR 2015Lora Cecere
This document discusses inventory optimization in market-driven supply chains. It defines what it means for a supply chain to be market-driven and explains that market-driven supply chains require a holistic approach to inventory management that focuses on both inventory levels and the form and function of inventory across multiple tiers. The role of inventory has increased in importance for market-driven supply chains due to factors like increasing demand latency, organizational tensions around inventory reduction, the long tail of demand, and the bullwhip effect of global operations. A multi-tier inventory optimization approach is needed to manage inventory in these complex, market-driven supply network contexts.
In June of this year, we will publish our fifth analysis of the Supply Chains to Admire. The Supply Chains to Admire methodology celebrates companies that outperform their peer group while driving a faster rate of improvement. Improvement is easier to say than to measure. To create the Supply Chains to Admire, we developed a methodology to measure improvement. It is defined by the Supply Chain Index. To help companies better understand the Supply Chain Index and relative rates of change within an industry, here we dedicate an entire report to the methodology underlying the Index.
This document summarizes the key points from a presentation on the GRESB survey in the Nordics. The presentation covered how GRESB serves real estate companies, funds, and investors by providing sustainability monitoring, benchmarking, and communication. It was noted that participating in GRESB provides benefits like improved transparency, credibility, and ideas for improving sustainability performance. However, responding to the survey also requires significant time and resources. Overall, GRESB was seen as an important sustainability ranking scheme that can improve members' sustainability efforts through benchmarking and engaging with investors on ESG issues.
Collecting the PEPFAR OVC MER Essential Survey Indicators: Frequently Asked Q...MEASURE Evaluation
Gretchen Bachman and Christine Fu (USAID); Lisa Parker, Jenifer Chapman, Lisa Marie Albert, Walter Obiero, and Susan Settergren from MEASURE Evaluation. January 2017 Webinar.
The document provides an overview of Penn State's performance management process, focusing on the importance of setting goals and expectations between managers and their direct reports. It outlines the key aspects of an effective performance management system, including aligning individual goals with department and university objectives, establishing measurable goals, providing regular feedback, and formally reviewing goals and performance at mid-year and end-of-year. The presentation provides guidance to supervisors on discussing job responsibilities with staff, drafting SMART goals, and avoiding common pitfalls in the goal-setting process.
S6-Talent Management - O-I Case Study, 4-25Alina Haas
O-I, a global glass packaging company, used Lean Six Sigma to design and implement an employee engagement survey for its 22,000+ global workforce. A cross-functional team went through the DMAIC process over several weeks to carefully design the survey, ensuring questions aligned with company strategies and could be translated into 13 languages. They developed a comprehensive communication strategy and timeline to administer the paper and online survey globally. The project established accountability for follow-up action planning to improve engagement based on survey results.
International Food Policy Research Institute (IFPRI) organized a three days Training Workshop on ‘Monitoring and Evaluation Methods’ on 10-12 March 2014 in New Delhi, India. The workshop is part of an IFAD grant to IFPRI to partner in the Monitoring and Evaluation component of the ongoing projects in the region. The three day workshop is intended to be a collaborative affair between project directors, M & E leaders and M & E experts. As part of the workshop, detailed interaction will take place on the evaluation routines involving sampling, questionnaire development, data collection and management techniques and production of an evaluation report. The workshop is designed to better understand the M & E needs of various projects that are at different stages of implementation. Both the generic issues involved in M & E programs as well as project specific needs will be addressed in the workshop. The objective of the workshop is to come up with a work plan for M & E domains in the IFAD projects and determine the possibilities of collaboration between IFPRI and project leaders.
This document outlines the objectives and structure of a training on Monitoring and Evaluation (M&E) skills and expertise for researchers. The training aims to build M&E capacity among researchers to strengthen development evaluation. It will cover M&E framework and tool development, as well as program and project evaluation. The training is expected to equip researchers with M&E skills and expertise to become M&E specialists or professional research consultants.
Role of ICT & big data in performance budgeting - Lenora Stiles, United StatesOECD Governance
This document discusses the role of big data in performance budgeting. It outlines several key opportunities for agencies to leverage data in federal planning processes like strategic plans, annual performance plans and reports, and quarterly performance reviews. It also presents a model for maturing federal data quality practices from an ad hoc initial level to a strategic continuous improvement level. Recent examples of increased data use by federal, state and local governments are provided. The main challenges discussed are defining and measuring outcomes, creating trust and confidence in data, and integrating data sets while standardizing definitions.
This document discusses the Workforce Success Measures (WSM) project in Ohio, which created a dashboard to evaluate workforce development programs. The WSM project aims to create a data-driven culture by measuring outcomes across programs, such as employment rates, wages, and credential attainment. It provides metrics for various workforce programs at the state, regional and county levels. Users can compare performance over time and between programs to identify best practices. The document demonstrates how stakeholders in Stark County could use the dashboard to evaluate adult dislocated worker programs and set goals.
The summary evaluates a training program called Determining Instructional Purposes (DIP) for educators. It will collect data through surveys, tests, and interviews to measure the program's effectiveness, quality, and implementation. The evaluation will be conducted by Criteria group and will provide recommendations to Far West Laboratory on continuing the program.
The screening survey is the first step in identifying organizations that have implemented sustainable performance measurement systems that help balance mission and budget. Completing the survey should take 45-60 minutes. Organizations that complete the survey will receive a report on the findings, and some may be invited to participate in subsequent more detailed surveys and site visits to share best practices on performance measurement systems. The survey questions gather information on how respondents connect budgets to goals, what types of performance measurement systems they use, and how performance data is collected and used.
This document provides an overview of data management, integrity, and analysis processes for the EOIS-CaMS system. It discusses the importance of collecting and inputting good quality data in a timely manner. It then summarizes the currently available reports in EOIS-CaMS and identifies the most useful reports for measuring performance on the five core measures for 2014-2015: customer satisfaction, service coordination, suitability/learner profile, learner progress, and learners served. For each measure, it outlines where the data comes from and the target values, and provides guidance on ensuring data integrity and using the data for analysis.
The document discusses the Program Review Advisory Board (PRAB) and the program review process for Cameron University. It provides details on PRAB responsibilities, compensation, the review process, affiliated and non-affiliated program areas, assessment requirements, and the recognition report. The review process evaluates program alignment with standards, candidate performance data, and use of data for improvement.
Change Management & Project Management reporting integration using inverted p...Freelance
Reporting is one of the crucial tasks for a project manager where the relevant project’s details are assessed. Scope situation, time management, and cost management are usually most important information required for all stakeholders.
The project reporting needs to stick with basic rules in order to show project status and at the same time be comprehensive to the particular details. For better stakeholder communication as well as to explain the project status, tested templates should be used then reinforce them with excellent graphs and diagram.
Report by PEMPAL performance budgeting working group - Naida Carsimamovic - W...OECD Governance
This presentation was made by Naida Carsimamovic - World Bank - PEMPAL, at the 13th Annual Meeting of OECD Senior Budget Officials on Performance and Results held at the OECD Headquarters on 16-17 November 2017
The Blue Hen Investment Club had a successful 2014. It saw record interest from students and optimized its recruitment process. It implemented new initiatives like performance evaluations, equity research reports, and financial modeling workshops that improved members' skills. The portfolio performed well against the S&P 500 in 2014, with a return of 13.37% versus 13.69% for the index. Top performing sectors were Health Care, Information Technology, Industrials & Materials, and Financials. The club also emphasized value stocks and reduced holdings to focus on fewer companies. Notable holdings included Symantec, Computer Task Group, and Premiere Global Services.
This document provides an audit report for the Outgoing Global Internship Program (oGIP) of AIESEC in Delhi University for the year 2013. It analyzes the program's experience delivery, customer centricity, process implementation, and back office alignment. While raises and matches increased in 2013, realized internships showed no growth due to many match breaks and EP backouts outside the local committee's control. The report finds the program's prospects are positive but weaknesses require attention. It recommends focusing on customer listening, simple processes, product development, and demand management in 2014.
Similar to Webinar 2014 GRESB Survey Release (April 2014) (20)
GRESB Infrastructure Release - London Sept 7, 2015nilskok
Infrastructure is a growing priority globally due to the need for standardized and harmonized systems to improve efficiency and quality. Measuring and benchmarking infrastructure performance will lead to better environmental, social, and governance outcomes. Joining GRESB Infrastructure can help pioneer a global standard for infrastructure and facilitate its role as a long-term asset class through commitments of capital, data, and benchmarking of enterprise, portfolio, and asset-level infrastructure performance over time.
Environmental Performance and the Cost of Capital: Evidence from REIT Bonds ...nilskok
The real estate sector is responsible for a significant greenhouse gas externality, which has prompted interest from policy makers, as well as the emergence of voluntary disclosure standards. As opposed to general concerns about the potentially negative impact of “sustainability” programs and initiatives on corporate financial performance, energy efficiency measures may lead to significant returns in the real estate sector. This paper investigates the relation between real estate sustainability and the cost of the debt. Using a sample of REITs, we investigate both corporate-level debt, as well as commercial mortgages to finance individual buildings. The results show that the degree to which REITs invest in efficient buildings is positively related to the quality of their credit ratings, and it is also associated with a significantly lower spread. The relation persists at the level of individual buildings and their mortgages: environmentally-certified buildings are financed at significantly lower spread, varying between 30 and 60 basis points, depending on the specification.
La pandemia de COVID-19 ha tenido un impacto significativo en la economía mundial. Muchos países experimentaron fuertes caídas en el PIB y aumentos en el desempleo en 2020. A medida que se implementan las vacunas, se espera que la actividad económica se recupere en 2021 aunque el panorama sigue siendo incierto.
Maastricht University’s Green Building Adoption Index is the first study to quantify the relevance of green building practices in the commercial real estate market. Based on EPA Energy Star and USGBC LEED statistical data from 2005 through 2013 the study examines more than 34,000 buildings totaling more than 3.5 billion square feet in the top 30 U.S. markets. The resulting evidence shows that green has become mainstream in the majority of U.S. cities.
Energy Efficiency and Household Behavior: The Rebound Effect in the Residenti...nilskok
This document summarizes a study that examines the rebound effect for residential heating in the Netherlands. The study uses a large panel dataset containing actual gas consumption and predicted consumption based on dwelling characteristics for over 500,000 dwellings from 2008-2011. It finds an average rebound effect of 27% for homeowners and 41% for tenants, meaning improved efficiency leads to increased heating consumption that offsets about a quarter to over a third of expected energy savings. The rebound effect is found to vary based on household income and wealth, with higher income households exhibiting a larger rebound.
The document summarizes the results of the 2013 GRESB survey. It finds that overall energy consumption decreased 4.8% from 2011-2012. Dutch participants outperformed European averages, with a 3% reduction in energy consumption. The Netherlands had high rates of sustainability monitoring and policies, explaining their larger impact. However, there remains potential for increased stakeholder engagement in the Netherlands.
This report is the first result of a research program on existing incentives and conditions for the financing of sustainable real estate. This project is part of the program Energo Fiego, which has been initiated by the Market Financiers Group of the Dutch Green Building Council (DGBC) and is conducted in partnership with the Holland Financial Centre, Utrecht Sustainability Institute and GRESB. The Dutch Green Building Council (DGBC) acts as secretary of the Group.
The importance of sustainability in the built environment is increasing, and the main Dutch property financing firms recognize this importance. In 2011, the financiers expressed the intention to contribute to the road to a sustainable built environment through a covenant, and the financiers are now members of the Market Financiers Group of the DGBC.
Through this partnership, the financiers explore the opportunities for integration of sustainability requirements into financing of new developments, redevelopments, or refinancing of commercial real estate. Through rigorous research, the aim is to make sustainability an implied condition in financing new construction, redevelopment or refinance real estate.
The member of the Market Financiers Group are:
• ABN Amro Real Estate
• ING Real Estate Finance
• FGH Bank
• NIBC
• Syntrus Achmea Real Estate & Finance
This report has been authored by Piet Eichholtz and Nils Kok of GRESB & Maastricht University.
Sustainability in Real Estate Investments - CERES conference 2013, San Francisconilskok
At the recent annual conference of Ceres, a forum of investors to discuss environmental issues, I moderated a nice panel on how institutional investors (can) integrate sustainability into their real estate decisions. The line-up was pretty amazing, with Laurie Weir of CalPERS, Jennifer Young of the Townsend Group, Mike Ibarra of Landon Butler & Co (responsible for the MEPT fund), and Darryl Neate of Ofxord Properties (OMERS). Here's the full slide deck, very interesting to see the different views:
The document summarizes a webinar about the 2013 GRESB survey. It discusses what's new at GRESB, the 2013 timeline, how to use the respondent portal to complete the survey, the scoring methodology, and survey results. Participants can measure their sustainability performance against peers, benchmark performance, and use results to improve sustainability. GRESB collects and analyzes data to evaluate sustainability best practices in real estate.
Commercial Building Electricity Consumption: The Role of Structure Quality, M...nilskok
This document summarizes a study on carbon emissions from the commercial building sector in the United States. It finds that 74% of US electricity is used in the real estate sector, with 40% generated from coal and 29% from natural gas. The study examines factors that influence electricity consumption in commercial buildings, including construction characteristics, tenant behavior/incentives, human capital, and macroeconomic conditions. Regression analysis of a large dataset finds relationships between electricity use and building age, quality, lease terms, occupancy rates, climate, and management practices. Younger, higher-quality buildings and those with incentives for tenants to conserve energy use less electricity. The findings suggest electricity consumption from commercial buildings will significantly increase in coming decades, making this an
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Studies have repeatedly shown that green buildings out perform their peers with respect to rent, sale price, and other financial performance metrics. Investors have taken notice, and they are looking for the tools and information needed to guide investments in green. This expert panel will introduce cutting-edge research and new tools to help understand the financial performance of green buildings as individual assets and as part of real estate investment trusts and mortgage-based securities. This exceptional group will provide state-of-the-art insights into the present and future of green building finance.
The Value of Green Labels in the California Housing Marketnilskok
The residential sector accounts for 33 percent of electricity consumption in the U.S., with a total expenditure of $166 billion in 2010. Increasing the energy efficiency of the durable housing stock can thus provide significant cost savings for consumers. One promising trend is the rise of homes labeled by a third party as “green” or energy efficient. The modeled energy consumption of such homes is substantially lower as compared to conventional homes of the same vintage. This paper provides the first systematic evidence on the effects of providing information about the energy efficiency and “sustainability” of structures in affecting consumer choice. We conduct a hedonic pricing analysis of all single-family home sales in California over the time period 2007 to 2012, documenting that homes labeled with Energy Star, LEED or Greenpoint Rated, transact for a premium of nine percent relative to otherwise comparable, non-labeled homes. Given the large size of this effect, we explore its robustness and examine a number of different hypotheses, focusing on recovering heterogeneous effects. The results show that both environmental ideology and local climatic conditions play a role in explaining the variation in the green premium across geographies.
This slidedeck contains an overview of the 2012 GRESB Report, and presentations on sustainability in commercial real estate, by Philips, ProLogis, CBRE Global Investors and Corio.
The Performance of Pension Funds Investments in Real Estatenilskok
Real estate is the most significant alternative asset class for pension funds, representing more than five percent of total holdings, on average. This presentation employs a previously unexplored database to examine the investments of some 880 pension funds in direct real estate and real estate investment trusts (REITs) over the 1990-2009 period. Regarding allocation choice, we document that larger pension funds are more likely to invest in real estate internally, have lower costs, and higher net returns. Smaller funds are more likely to invest in direct real estate through external managers and fund-of-funds, but largely ignore REITs. The additional investment layers significantly increase their costs and disproportionally reduce returns. Moreover, U.S. pension funds’ investment costs are twice as high as those of their foreign peers, and both gross and net performance are lower. The underperformance of U.S. pension funds in real estate investments is most striking in the last two years of the sample period, which may be due to opportunistic investment behavior pre-crisis.
A Primer On: Finance, Sustainability, and Buildingsnilskok
This presentation provides an overview of academic evidence on the "economics of green building," including research studies in the US and Europe, covering commercial as well as residential real estate. The slides also cover the implications of energy efficiency for REITs and their investors, with insight into the Global Real Estate Sustainability Benchmark (GRESB).
Portfolio Greenness and the Financial Performance of REITsnilskok
There is an increasing body of evidence on the financial performance of “green” commercial properties, but not much is known about the implications of investments in such buildings for property companies. This paper investigates the effects of the energy efficiency and sustainability of commercial properties on the operating and stock performance of a sample of US REITs, providing insight into the net benefits of “green” buildings. We match data on LEED and Energy Star certified buildings with detailed information on REIT portfolios and calculate the share of “green” properties for each REIT over the 2000-2011 period. In order to control for the endogeneity between environmental and financial performance, we use two instrumental variables – locational greenness and local environmental government policies. We estimate a two-stage regression model and document that the greenness of REITs is positively related to three measures of operating performance – return on assets, return on equity and the ratio of funds from operations to total revenue. We also document that there is no significant relationship between the greenness of property portfolios and abnormal stock returns, suggesting that stock prices already reflect the higher cash flows deriving from investments in more efficient properties. However, REITs with a higher fraction of “green” properties display lower market betas, which may be related to their reduced exposure to shocks in energy prices and environmental legislation.
At Geomatrix, we Pride Ourselves on our Commitment to Superior Craftsmanship and client satisfaction. Our team Consists of Highly Qualified specialists including Architects, Engineers, project Managers, and skilled labourers who work seamlessly together to achieve ourclients' Objectives. Geomatrix is recognized as the Best Construction Company in Haldwani, Dedicated to bringing visions to life with unparalleled Expertise and Professionalism.
For more information visit:
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AVRUPA KONUTLARI ESENTEPE - ENGLISH - Listing TurkeyListing Turkey
Looking for a new home in Istanbul? Look no further than Avrupa Konutlari Esentepe! Our beautifully designed homes provide the perfect blend of luxury and comfort, making them the perfect choice for anyone looking for a high-quality home in the city.
With a wide range of apartment types available, from 1+1 to 4+1, we have something to suit every need and budget. Each apartment is designed with attention to detail and features spacious and bright living areas, making them the perfect place to relax and unwind after a long day.
One of the things that sets Avrupa Konutlari Esentepe apart from other developments is our focus on creating a community that is both comfortable and convenient. Our homes are surrounded by lush green spaces, perfect for enjoying a peaceful stroll or having a picnic with friends and family. Additionally, our complex includes a variety of social and recreational amenities, such as swimming pools, sports fields, and playgrounds, making it easy for residents to stay active and socialize with their neighbors.
https://listingturkey.com/property/avrupa-konutlari-esentepe/
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
Discover Yeni Eyup Evleri 2, nestled among the rising values of Eyupsultan, offering the epitome of modern living in Istanbul.
With its spacious living areas, contemporary architecture, and meticulous details, Yeni Eyup Evleri 2 is poised to be the star of your happiest moments. Situated in the new favorite district of Eyupsultan, claim your spot and unlock the doors to a peaceful life alongside your loved ones. Nestled next to the historical and natural beauties of Eyupsultan, embrace the comfort of modern living and rediscover life.
Social Amenities:
Yeni Eyup 2 offers a life filled with joy with its green landscaping areas, gym, sauna, children’s play areas, café, outdoor pool, and basketball court. Reserve your place for unforgettable moments!
Reliable Structure:
With 1+1, 2+1, and 3+1 apartment options, Yeni Eyup Evleri 2 is designed with first-class materials and craftsmanship. The doors to a safe and comfortable life are here! Choose the option that suits you best and step into your dream home.
Project:
Yeni Eyup 2 is conveniently located, with Istanbul Airport just 26 minutes away, the Mecidiyeköy Metro Line 4 minutes away, and the Tram Stop 5 minutes away, making your life easier with its central location.
Location:
Your home is positioned in a privileged location, providing easy access to the city center, shopping malls, restaurants, schools, and other important places.
Yeni Eyup 2 offers 1+1, 2+1, and 3+1 apartment options designed to meet different needs. Find an option suitable for every lifestyle and open the doors to a comfortable life in your dream home.
https://listingturkey.com/property/yeni-eyup-evleri-2/
If you're Planning to Build a House in Haldwani, Understanding the House Construction Cost in Haldwani is crucial. It's important to grasp the direct and indirect cost factors entailed in the Construction process before Initiating any work. This Understanding is pivotal for Efficient Budget allocation, allowing you to plan your finances more Effectively. Construction expenses can vary Significantly, Influenced by Diverse Elements such as site Location, raw material prices, Labour charges, and various other variables. Here at Geomatrix, we pride Ourselves on offering competitive rates for house construction in Haldwani, ensuring affordability without Compromising on quality and providing the best options within your budget. For a precise evaluation of the cost involved in constructing your dream home, consult our team of architects and construction experts.
For more information visit:
https://geomatrix.co.in/services/real-estate-project-management-in-haldwani/
Sense Levent Kagithane Catalog - Listing TurkeyListing Turkey
Sense Levent offers a luxurious living experience in the heart of Istanbul’s vibrant Levent district.
This cutting-edge development seamlessly integrates modern design with natural elements, featuring live evergreen plants maintained by an advanced irrigation system, ensuring lush greenery year-round.
The building’s elegant ceramic balconies are both stylish and durable, enhancing the overall aesthetic and functionality. Residents can enjoy the 700m Sky Lounge, which provides breathtaking views of Istanbul and a perfect space to relax and unwind.
Sense Levent promotes a healthy and active lifestyle with a full gym, swimming pool, sauna, and steam room, all available in the building. The interiors are crafted with high-quality materials, ensuring a luxurious and inviting living space.
Designed with young professionals in mind, Sense Levent features 1+1 and 2+1 units with smart floor plans and balconies. The project promises high investment returns, with an expected annual return of 6.5-7%, significantly above Istanbul’s average ROI.
Located in the rapidly growing and highly desirable Levent area, the development benefits from ongoing urban regeneration projects. Its prime location offers proximity to shopping malls, municipal buildings, universities, and public transportation, adding immense value to your investment.
Early investors can take advantage of discounted units during the construction phase, with an expected capital appreciation of +45% USD upon completion. Property Turkey provides comprehensive rental management services, ensuring a seamless and profitable investment experience.
Additionally, robust legal support and significant tax advantages are available through Property Turkey’s licensed Real Estate Investment Fund. Levent is a dynamic urban hub, ideal for young professionals with its numerous corporate headquarters and shopping malls.
Sense Levent is more than just a residence; it’s a place where dreams and opportunities come to life. Contact us today to secure your place in this exclusive development and experience the best of Istanbul living. Sense Levent: Sense the Opportunity. Live the Dream.
https://listingturkey.com/property/sense-levent/
Recent Trends Fueling The Surge in Farmhouse Demand in IndiaFarmland Bazaar
Embarking on the journey to acquire a farmhouse for sale is just the beginning; the real investment lies in crafting an environment that contributes to our mental and physical well-being while satisfying the soul. At Farmlandbazaar.com, India’s leading online marketplace dedicated to farm land, farmhouses, and agricultural lands, we understand the importance of transforming a humble farmland into a warm and inviting sanctuary. Let's explore the fundamental aspects that can elevate your farmhouse into a tranquil haven.
BEST FARMLAND FOR SALE | FARM PLOTS NEAR BANGALORE | KANAKAPURA | CHICKKABALP...knox groups real estate
welcome to knox groups real estate company in Bangalore. best farm land for sale near Bangalore and madhugiri . Managed farmland near Kanakapura and Chickkabalapur get know more details about the projects .Knox groups is a leading real estate company dedicated to helping individuals and businesses navigate the dynamic real estate market. With our extensive knowledge, experience, and commitment to excellence, we deliver exceptional results for our clients. Discover the perfect foundation for your agricultural aspirations with KNOX Groups' prime farm lands. These aren't just plots; they're the fertile grounds where vibrant crops flourish, livestock thrives, and unique agricultural ventures come to life. At KNOX, we go beyond selling land we curate sustainable ecosystems, ensuring that your journey toward agricultural success is seamless and prosperous.
The KA Housing - Catalogue - Listing TurkeyListing Turkey
Welcome to KA Housing, a distinguished real estate development nestled in the heart of Eyüpsultan, one of Istanbul’s most promising districts.
Just 10 minutes from the bustling city center, Eyüpsultan offers a serene escape with the convenience of urban living. The direct metro line ensures seamless connectivity to all parts of Istanbul, making it an ideal location for residents who seek both tranquility and vibrancy.
KA Housing boasts unparalleled accessibility, with proximity to Istanbul Airport only 30 minutes away, facilitating easy international travel. Effortless city access is guaranteed by direct metro and transportation links to Istanbul’s cultural and commercial hubs. Quick access to key metro lines connects you to every corner of the city within minutes, making commuting and exploring the city hassle-free.
The development offers luxurious living spaces with a range of unit layouts from 1+1 to 4+1, designed with meticulous attention to detail. Each unit features balconies or terraces, providing stunning vistas of Istanbul and enhancing the living experience. High-quality materials and superior craftsmanship ensure durability and elegance, while sound-proof insulation and high ceilings (2.95 m) offer comfort and sophistication.
Residents of KA Housing enjoy exclusive on-site amenities, including a state-of-the-art gym, outdoor swimming pool, yoga area, and walking paths. Entertainment options abound with a private cinema, children’s playground, and a variety of dining options including a café and restaurant. Security and convenience are paramount with 24/7 security, a dedicated carpark garage, and an IP intercom system.
KA Housing represents a prime investment opportunity with limited availability in a high-demand area, ensuring enduring value and potential for lucrative returns. Homes in this development provide exceptional value without compromising on quality, offering affordable luxury for discerning buyers. The construction is of the highest quality, built to the latest seismic and disaster resistance standards, ensuring safety and resilience.
The community and surroundings of KA Housing are enriched by close proximity to prestigious universities such as Haliç University, Bilgi University, and Istanbul Ticaret University, making it an ideal location for students and academics. The development is adjacent to the Alibeyköy stream leading into the Halic waters, offering serene natural escapes amidst lush greenery. Residents can enjoy the cultural richness of the area, surrounded by historical and cultural landmarks that blend leisure, nature, and culture seamlessly.
https://listingturkey.com/property/the-ka-housing/
Serviced Apartment Ho Chi Minh For RentalGVRenting
GVRenting is the leading rental real estate company in Vietnam. We help you to find a serviced apartment for rent in Ho Chi Minh & Saigon. Discover our broad range of rental properties in Vietnam.
For more details https://gvrenting.com/
2. Webinar Topics
! About GRESB
! 2014 Planning
! About the 2014 Survey
! Reporting Scope and Boundaries
! Scoring and Methodology
! 2014 Data Validation Process
! GRESB Portal – Survey submission management
! GRESB Portal – Survey and question structure
! Innovation question
! Support
! Disclosure of GRESB results
3. About GRESB
! GRESB complements asset-level certification schemes by
focusing on property companies and funds
! The standard is actively used by institutional investors, managing
USD 6.1 trillion in assets, with a clear goal to optimize the risk/
return profile of their investments
! In 2013, 550 property companies and funds participated in the
annual GRESB Survey, managing USD 1.6 trillion in value
! The GRESB database currently covers 49,000 assets in 46
countries
The global standard to assess the sustainability performance of real estate portfolios
4. 2014 Planning
GRESB Survey timeline 2014
! April 1: Survey opened
! Guidance documents and helpdesk available
! Response Check upon completion of all sections
! Confirm data accuracy before submission
! May 15: Validation process starts
! July 1: Survey closes (fixed deadline)
! September 4: Survey results and Results events
! October 1: Consultation Period starts
5. About the 2014 Survey
Survey forms basis for GRESB Benchmark
! GRESB collects information regarding sustainability performance of
property companies and funds
! Online Survey: 42 questions (+ 14 questions on New Construction &
Major renovation activities)
! Topics include: sustainability risk assessments, improvement programs,
performance indicators, and stakeholder engagement
! Survey is aligned with GRI (CRESS), DJSI and PRI frameworks
! Survey builds on framework of previous Surveys, but has been updated
and refined based on feedback 2013 Consultation Period
6. Reporting Scope and Boundaries
Includes whole portfolio, independent of lease structure
! Whole portfolio reporting, including both managed and indirectly
managed assets
! Managed versus indirectly managed assets:
! Definition is based on lease structure, but in both cases assets
should be included
! Separate sections in Performance Indicators tables
! GRESB intents to create peer group(s) comprising of Indirectly
Managed Assets
! Joint ventures: all involved parties with a stake larger or equal to
25%, should report on the whole asset or all applicable assets
! If stake is smaller than 25%, reporting is optional
7. Scoring and Methodology
Transparency in scoring includes: score per question, importance of answers
! The Guidance document states the
maximum score awarded per
question and the importance of each
Aspect
! Points are awarded cumulatively for
each individual answer within a
question and Guidance document
states importance of each answer
! New Construction & Major
Renovations (NC & MR):
! 1. NC & MR only: score is based on
this Aspect, as well as on selected
questions from the other Aspects
! 2. Also standing investments: score
is stand-alone and does not count
towards total GRESB Score
8. Scoring and Methodology
Transparency in scoring includes: score per question, importance of answers
! The Guidance document states the
maximum score awarded per
question and the importance of each
Aspect
! Points are awarded cumulatively for
each individual answer within a
question and Guidance document
states importance of each answer
! New Construction & Major
Renovations (NC & MR):
! 1. NC & MR only: score is based on
this Aspect, as well as on selected
questions from the other Aspects
! 2. Also standing investments: score
is stand-alone and does not count
towards total GRESB Score
9. 2014 Data Validation Process
Three-layer validation process helps to ensure accurate data
! Extended validation process to be introduced in phases over a two-year
period (2014-2016)
! What data does GRESB validate?
! Key topics
! Third-party review topics
! Umbrella topics
! GRESB checks selected key data points including:
! Content quality of answers to open text boxes
! Additional information provided (open fields)
! Uploads
! Automated outlier and consistency checks of performance data
! Whose data does GRESB validate?
! All Participants Checks (100%)
! Validation Plus (10-15%)
! Site Visits (1-2%)
46. GRESB Support
Send us an email with technical or content questions
! Helpdesk: survey@gresb.com
! Support via Associate Members
! Response check: high-level check prior to submission. Fee for non-
members is 500 euro (exclusive of VAT). Deadline June 15
! GRESB results: September 04, 2014
47. Disclosure of GRESB results
Scorecard
o Highlights the key
results of a company
or fund’s
sustainability
performance
Benchmark Report
o Deeper analysis of a
company or fund’s
sustainability
performance
Member Portal
o Exclusively for GRESB
Members: ability to
construct tailored
Portfolio Analysis
Reports