The document provides biographies of Kate Vitasek and Astrid Uka, who are experts in supply chain management and outsourcing. Kate Vitasek is a faculty member at the University of Tennessee who has published over 200 articles. She can be reached at kvitasek@utk.edu. Astrid Uka is a principal with Supply Chain Visions, a consulting firm, and has experience delivering results for global corporations. The document also thanks Brent Hoag of Diversey and Werner Graf for sponsoring a case study to help others procure outsourced services more effectively.
If your business relies on 3rd party suppliers for some of your success, how well do you tap into their expertise.
This paper gives some insight into why collaborating with your most important suppliers can secure competitive advantage.
The Value of Management Consultancy in Relation to Client OrganisationsBradley Agnew
The value of management consultancy is subject to extensive debate and, based on current research, the value
added by consultants is often unclear as it is difficult to measure their impact. The consulting industry is vast
and complex, with limited barriers to entry and no single definition of what is and what is not management
consultancy. For the purpose of this study, management consultancy will be defined as:
The creation of value for organisations – through improved performance, achieved by providing objective advice and implementing business solutions.
The ultimate aim of this project is to assess the value of management consultancy to client organisations. The
value added by consultancy is widely disputed and can be attributed to a diverse range of factors. The aim of
this initiative has been:
- To clarify how added value is defined and measured, the ways in which consultants may add value
and to quantify the value consultants add to client organisations. - To explore factors which may be attributed to an organisation’s use of management consultants
and to investigate the barriers to achieving added value in relation to the client’s needs.
- To develop an action plan for increasing the value added by management consultancy in relation to client organisations at both a client and system level.
With the UK consulting industry valued at £9 billion, and the value added to client organisations estimated to be around £56 billion to UK clients in 2008, the issue of the value of management consultancy is a prominent
one which needs further clarification. This report will provide the answers to these key issues and set out a
clear action plan for increasing the value added by management consultants both to client organisations and
the wider economy.
the Agile Virtual Enterprise - empty concept or future necessity?Marc Buyens
In this presentation we explore the difficult relationship between traditional organsational structures and innovation. The starting point for this quest is the concept of an agile virtual enterprise (AVE).
Sikich Leading Edge Magazine, Spring 2012 Sikich LLP
The Leading Edge Magazine is a quarterly publication from Sikich that offers advice and information to help you manage your business. The Spring 2012 issue cover story is on Entrepreneurs Vs. Established: What the Two Can Learn From Each Other.
If your business relies on 3rd party suppliers for some of your success, how well do you tap into their expertise.
This paper gives some insight into why collaborating with your most important suppliers can secure competitive advantage.
The Value of Management Consultancy in Relation to Client OrganisationsBradley Agnew
The value of management consultancy is subject to extensive debate and, based on current research, the value
added by consultants is often unclear as it is difficult to measure their impact. The consulting industry is vast
and complex, with limited barriers to entry and no single definition of what is and what is not management
consultancy. For the purpose of this study, management consultancy will be defined as:
The creation of value for organisations – through improved performance, achieved by providing objective advice and implementing business solutions.
The ultimate aim of this project is to assess the value of management consultancy to client organisations. The
value added by consultancy is widely disputed and can be attributed to a diverse range of factors. The aim of
this initiative has been:
- To clarify how added value is defined and measured, the ways in which consultants may add value
and to quantify the value consultants add to client organisations. - To explore factors which may be attributed to an organisation’s use of management consultants
and to investigate the barriers to achieving added value in relation to the client’s needs.
- To develop an action plan for increasing the value added by management consultancy in relation to client organisations at both a client and system level.
With the UK consulting industry valued at £9 billion, and the value added to client organisations estimated to be around £56 billion to UK clients in 2008, the issue of the value of management consultancy is a prominent
one which needs further clarification. This report will provide the answers to these key issues and set out a
clear action plan for increasing the value added by management consultants both to client organisations and
the wider economy.
the Agile Virtual Enterprise - empty concept or future necessity?Marc Buyens
In this presentation we explore the difficult relationship between traditional organsational structures and innovation. The starting point for this quest is the concept of an agile virtual enterprise (AVE).
Sikich Leading Edge Magazine, Spring 2012 Sikich LLP
The Leading Edge Magazine is a quarterly publication from Sikich that offers advice and information to help you manage your business. The Spring 2012 issue cover story is on Entrepreneurs Vs. Established: What the Two Can Learn From Each Other.
IT decision makers need to start managing based on value that IT delivers if they want to be considered true business partners. We present a tool that provides business value intelligence that allows CIOs and IT directors to quickly pick the right projects to be executed, steer projects and programs more pro-actively and optimize portfolio management. Interested? Contact us via +31 20 737 05 37 or info@morganclark.com.
White Paper: Understanding Tail-spend ManagementGEP
Many organizations, and external consultants, often develop an approach to tackle only the "theoretical" Tail-spend, which fit criteria such as bottom 10 percent, low volume, non-contracted, etc. A numerical definition often makes isolation of such spend itself a daunting task. GEP defines Tail-spend as everything that is not under active management. Find out more about how maximizing spend under management is the only way to address Tail-spend.
Which applications and software tools will procurement companies seek in the year 2013 and what will be the overall technological trends? Procurement research firm ISG and GEP provide insights into this aspect of the procurement function in this new research report, the second of a three-part series.
2012 New Research Report - GEP Value Trends: Procurement Strategy GEP
Procurement leaders are concerned about gaps between the procurement function and the strategic priorities of the overall enterprise, and its constituent business units, as well as chronic resource and skills shortages. GEP Value Trends: Procurement Strategy examines these and other important findings in greater depth.
'Richet Pharmaceuticals Pvt. Ltd, is manufacturer of Industrial Chemicals, Household Cleaning & Washing Chemicals. Offered range of the products consists of Pine Oil, Liquid Detergents.Our Home care products, Toilet Bowl Cleaner, Glass Cleaner, Liquid detergents, conc. Floor Cleaners, fabric wash etc. are specially formulated to give best performances. We offer home care products in two categories i.e. Ready to use form and concentrated form, which can be diluted before use. Our products in this category are used for cleaning/washing clothes, utensils, floors, toilets, glassware and practically everything in a modern household. All our products are processed using high-grade chemicals in order to deliver our customers quality products. The range of the products, we offer are acknowledged for their purity, longer shelf life and balanced composition. Under the visionary guidance of our mentor, Mr. Rajinder Kumar, who is having more than 15 years of experience in this field and Mr. Rajinder Kumar who excels in the field of commerce and finance. So the company is handled by a technocrat and a financial and management expert. We have been able to climb ladders of success in this domain. There vibrant leadership, in-depth knowledge, business acumen and vast industry experience have enabled us to gain an edge over our competitors.
IT decision makers need to start managing based on value that IT delivers if they want to be considered true business partners. We present a tool that provides business value intelligence that allows CIOs and IT directors to quickly pick the right projects to be executed, steer projects and programs more pro-actively and optimize portfolio management. Interested? Contact us via +31 20 737 05 37 or info@morganclark.com.
White Paper: Understanding Tail-spend ManagementGEP
Many organizations, and external consultants, often develop an approach to tackle only the "theoretical" Tail-spend, which fit criteria such as bottom 10 percent, low volume, non-contracted, etc. A numerical definition often makes isolation of such spend itself a daunting task. GEP defines Tail-spend as everything that is not under active management. Find out more about how maximizing spend under management is the only way to address Tail-spend.
Which applications and software tools will procurement companies seek in the year 2013 and what will be the overall technological trends? Procurement research firm ISG and GEP provide insights into this aspect of the procurement function in this new research report, the second of a three-part series.
2012 New Research Report - GEP Value Trends: Procurement Strategy GEP
Procurement leaders are concerned about gaps between the procurement function and the strategic priorities of the overall enterprise, and its constituent business units, as well as chronic resource and skills shortages. GEP Value Trends: Procurement Strategy examines these and other important findings in greater depth.
'Richet Pharmaceuticals Pvt. Ltd, is manufacturer of Industrial Chemicals, Household Cleaning & Washing Chemicals. Offered range of the products consists of Pine Oil, Liquid Detergents.Our Home care products, Toilet Bowl Cleaner, Glass Cleaner, Liquid detergents, conc. Floor Cleaners, fabric wash etc. are specially formulated to give best performances. We offer home care products in two categories i.e. Ready to use form and concentrated form, which can be diluted before use. Our products in this category are used for cleaning/washing clothes, utensils, floors, toilets, glassware and practically everything in a modern household. All our products are processed using high-grade chemicals in order to deliver our customers quality products. The range of the products, we offer are acknowledged for their purity, longer shelf life and balanced composition. Under the visionary guidance of our mentor, Mr. Rajinder Kumar, who is having more than 15 years of experience in this field and Mr. Rajinder Kumar who excels in the field of commerce and finance. So the company is handled by a technocrat and a financial and management expert. We have been able to climb ladders of success in this domain. There vibrant leadership, in-depth knowledge, business acumen and vast industry experience have enabled us to gain an edge over our competitors.
Spend Analysis: Let Your Numbers Do the TalkingSAP Ariba
Good spend management begins with good spend visibility. Your spend data holds the key to unlock hidden opportunities on maximizing savings, improving compliance and mitigating risks in your supply chain. Discover through customer stories on how spend analysis unravels actionable insights to drive confident and trusted business decisions in their organizations.
Supply Chain Management Basics: 3PLs - One Size Does Not Fit AllAngela Carver
3PLs are more difficult to clearly define than ever before. There is no one size fits all definition as every third-party logistics operation offers a varying product/service portfolio. While 3PLs were once limited to simply transportation and warehousing services, many portfolios now include global services, IT and value added services. Supply chain programs nationwide have done research regarding the state of the 3PL industry. A recent report from the University of Tennessee published an article detailing some of the top functions outsourced to third party logistics providers which included a list of over 30 business critical functions. The top three most outsourced are domestic and international transportation, customs brokerage and freight forwarding.
Outsourcing to 3PLs is a growing trend as it allows manufacturers and retailers to focus on core competencies. This is where finding a best-fit third party logistics partner is critical. Selecting a 3PL that can effectively perform required business critical functions can result in significant benefits for their partners. According to the UT report “Selecting and Managing a Third Party Logistics Provider Best Practices” the top six benefits most often realized when outsourcing to a best-fit 3PL include cost reductions (both current and future), improved customer satisfaction, global expertise, risk reductions and reduced startup capital investment.
The third party logistics industry is a complex one to navigate. This makes identifying a best-fit 3PL for your operation a complex task. Developing and executing a detailed RFP can be helpful in identifying top functions to consider and eliminate prospects that cannot meet your needs. Top industry experts recommend including technology capabilities, company culture, infrastructure, ease of relationship, KPI metrics and other intangible items in your custom RFP. This RFP process will help your operation to identify which 3PL fits the size and capability requirements of your operation, as one size does not fit all. Learn more about selecting a best-fit 3PL by contacting Datex experts at www.datexcorp.com , marketing@datexcorp.com or calling 800.933.2839 ext 243.
The most successful businesses can connect the dots. We give you the tools to do just that.
So who should read the book? Anyone that is planning, designing, implementing, remediating and contributing to their businesses performance.
The most successful businesses can connect the dots. We give you the tools to do just that.
So who should read the book? Anyone that is planning, designing, implementing, remediating and contributing to their businesses performance.
http://www.realisingpotential.com.au/connecting-the-dots/
The paper explains what is meant by Strategy Deployment, distinguishing between the aspects of alignment and engagement. It anchors the theory and practice in both Strategic Thinking and Lean Thinking
Strategic Insights Into The Global Consulting IndustryNetscribes1
The future of the global consulting industry is gradually improving, catalyzing change in an interconnected world. Download the whitepaper.
https://www.netscribes.com/insights/global-consulting-industry/?utm_source=slideshare
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
Good day,
Please find attached the October 2017 edition of our very informative Newsletter. Apologies for the tardiness.
We look forward to your continuing support and comments. Please send all comments and suggestions to training@kawmanagement.com or training.kawmgmt@candw.ag.
Happy reading.
Consulting start-ups provide tremendous support to companies and assist them across various fields such as business strategy, manufacturing and supply chain, sales and marketing, human resources, and so on. These companies have to tackle many challenges, since they cater to a variety of fields.