Metal Manufacturing Industry
|
|
- Eustacia Gilmore
- 6 years ago
- Views:
Transcription
1 Metal Industry How steel manufacturers can maximize tax efficiency through effectivee supply chain management Evgenia Veter, Head of Transfer Pricing Practice June 27, 2012
2 Contents 1. Context 2. Potential TESCM models for metal manufacturing industry 3. Case studies Page 2 Ernst & Young LLP 2011 All rights reserved. Confidential and proprietary.
3 Section 1 Context Page 3 Ernst & Young LLP 2011 All rights reserved. Confidential and proprietary.
4 Many companies are aligning their business models and tax/legal structures to reduce costs and improve margin Types of operating models companies are adopting High Potential Value Low Supplier identification Demand aggregation Negotiation Contracting/ framework agreements Supplier management/ development Category sourcing services PLUS Trading Inventory ownership Central risk management PLUS Brand and IP (Intellectual property) mngt Sales and marketing strategy Pricing policies Sourcing company Supply chain company Full principal company PLUS Supply chain planning Inventory ownership and mgt strategy Research and development strategy Typical benefits Revenue/profit increases through: Improved demand/ supply balancing & planning control Better pricing decisions Improved service levels Greater inventory turns One face to the customer Cost decreases through: Elimination of duplicate functions Shared services Material price reduction Transactional simplification Logistics network optimisation Low Potential Business impact High The optimal model, or growth path, depends on a company s existing business and organisational model and its readiness for change Page 4 Ernst & Young LLP 2011 All rights reserved. Confidential and proprietary.
5 Tax effective supply chain management are increasing being adopted in various industries Typical alignment drivers Supply chain management, e.g. Spend aggregation, contract consolidation Supplier rationalisation & collaboration Integrated planning and S&OP across the end to end supply chain Industry Consumer goods TESCM maturity Industry standard Sample companies Kraft, P&G, Unilever, Nike, Cadbury, Kellogg s, Pepsico, Logistics contracting, network utilisation and performance management Inventory reduction Supply chain risk management Business management, e.g. Managing expansion in emerging markets Integrating mergers & acquisitions Customer management and sales, e.g. Centralised account management Central control over pricing Tech, electronics & telecommunications Chemical, pharmaceuticals, medical, oil & gas Automotive & other industrial Steel Industry standard Industry standard Widely used Increasing adoption Dell, Motorola, Cannon, Nokia, Flextronics, Cisco, Dow, BP, Shell, Merck, Roche, Johnson & Johnson, Siemens, Rockwell Automation, Volvo, Nissan, ArcelorMittal, Tata Corus, Finance, e.g. Outsourcing/ shared services centre model Transactional simplification Forward buying, hedging and forex management Retail s Source: public domain, annual reports, company publications, etc., stated companies are not necessarily clients of Ernst & Young Page 5 Ernst & Young LLP 2011 All rights reserved. Confidential and proprietary. Increasing adoption Few examples Staples, Mothercare, IKEA, Primark, GAP Paypal. PA Consulting
6 TESCM benefits are primarily driven by leveraging centralisation, business simplification, scale & existing synergies From Decentralised operating model Localdecision making Scale& cross business synergies difficult to leverage Complex transactional flows Tax paid in multiple jurisdictions To Centralised operating model Central decision making where it makes sense Scale & cross businesss synergies leveraged Simplified transactional flows Majority tax paid in one. Low tax jurisdiction Activities How TESCM works Lift risk management & value adding activities above market/ operating companies and manage centrally Focus operating companies on execution, e.g. rolling production and sales Harmonise and simplify business processes to leverage scale & eliminate duplication Organisation and Geography Create new roles to manage centralised business processes and integrate with local operating companies Align organisation, KPIs and performance management processes Locate central management company in tax effective jurisdiction Transactions Simplify and standardise inter company transactions, e.g. set up central buy- sell procurement function, centralise supply chain planning & inventory ownership Tax and Transfer Pricing Adjust transfer pricing to distribute profits to the valueadding, low taxed central management company Legal Optimise transactions for VAT and Customs Rationalise and simplify inter-co contracts to regulate roles, functions and rewards Page 6
7 The tax benefits are derived by locating the activities that manage risk & value in one low tax jurisdiction Activities classed by Risk, Value added & Core operations Foreign Currency Hedging Bad Debt Liability (insurance) Financing (WC or debt and equity) Market Inventory and Logistics risk In country logistics In country manufacturing In country sales In country back office operations Total profit before tax Risk Value added Core operatio ons Procurement Supply chain planning Alliance management Regional marketing and sales Inbound shipping & logistics planning Intellectual property All activities taxed in local jurisdictions Core operation activities taxed in local jurisdictions Value added & risk activities taxed in low tax jurisdiction Risk based profit Risk based profit Value added profit Profit from core operations Risk based profit Value added profit Profit from core operations Risk based profit Value added profit Profit from core operations Country 1 Country 2 Country 3 Profit from Core Profit Operations from Core Profit Operations from core operations Value added profit Risk based profit Value added profit Risk based profit Value added profit Country 2 Country 1 Country 3 Profit from Core Profit Operations from Core Profit Operations from Core operations Country 1 Country 2 Country 3 20% 40% 20% 40% 20% 40% Statutory Tax Range Statutory Tax Range Statutory Tax Range Page 7 Manufacturer Principal Company Sales Company 20% 40% Low 20% 40% Statutory Tax Range Effective Tax Range Statutory Tax Range
8 Section 2 Potential TESCM models for metal manufacturing industry Page 8 Ernst & Young LLP 2011 All rights reserved. Confidential and proprietary.
9 Metal manufacturing companies have a number of characteristics that lend themselves to adopting a tax effective operating model Likely TESCM drivers in the metal manufacturing industry Global company with multiple operating entities International supply chain with world wide suppliers and customers High cost, volume & cross border logistics requirements Vertically integrated business model Duplication of functions Intercompany trade Substantial revenues and above average profitability Propensity for high effective tax rates Page 9 Ernst & Young LLP 2011 All rights reserved. Confidential and proprietary.
10 Sourcing & inbound logistics Key Drivers for model Aggregate spend and consolidate contracts & suppliers (materials & shipping) Reduce shipping costs & leverage shipping synergies across the business Maximise supply chain financing, forward buying & hedging opportunities Better manage price volatility & forex risk Simplify transactional model Build integrated trading competency to balance supply & demand & grow new revenue stream Spend reduction & avoidance Logistics cost reduction Sourcing headcount reduction Benefits Category sourcing services model Working capital reduction (inventory & accounts payable) Risk reduction (currency, fuel& commodity cost fluctuation) Entity Sourcing Company / sales Key responsibilities/activities Strategic sourcing Demand aggregation Supplier selection Demand management Contract negotiation and management Supplier performance & relationship management Inbound logistics contracting/ chartering Forecasting Ordering/ requisitioning scheduling Supplier performance logging Sourcing company buy - sell model Sourcing Sourcing Sourcing company Sourcing company Sourcing s Commission Suppliers - Smelters Indirect suppliers Other direct suppliers Suppliers - Smelters Indirect suppliers Other direct suppliers s Products Legal title s Products Legal title Page 10 Ernst & Young LLP 2011 All rights reserved. Confidential and proprietary.
11 Planning, manufacturing & outbound logistics Key Drivers for model Improve forecasting quality Drive benefitsof vertical integration by fully integrating differentaspects of the supply chain Optimise S&OP and supply chain plans Synchronise demand with manufacturing,logistics infrastructure & equipment, planning and execution Improveinventory turns and reduce obsolete inventory Share manufacturing know how & best practices across all sites Eliminate planning duplication and manage talent effectively Simplify transactional model Working capital reduction (inventory) OEE improvement (production) Cycle times improvement Benefits Customer service levels improvement Fuelcost reduction Fleet utilisation improvement Entity Supply chain company / sales Supply chain company tolling model Key responsibilities/activities Long, medium & short term demand management Long, medium & short term supply and capacity planning Logistics contract management Inventory ownership & management & logistics strategy & footprint management Supply chain performance management Local forecasting Plan execution/ manufacturing Logistics execution Suppliers - Smelters Indirect suppliers Other direct suppliers fee Warehousing Supply Chain company fee Warehouse / Centre Local OpCo * Products Legal title s Customers * transferred on completion of production immediately prior to shipping Page 11 Ernst & Young LLP 2011 All rights reserved. Confidential and proprietary.
12 Sales Key Drivers for model Eliminate planning duplication and manage talent effectively Simplify transactional model Manage R&D and share output around the group Mange IP Multiple transaction elimination Improve speed of financial reconciliation Benefits Headcount reduction (accounts receivable) Price optimisation Entity Key responsibilities/activities Sales company Contractingwith customer Invoice customer Pricing Local sales Provide intelligence Input requirements to and liaise with R&D centre Manage operational relationships with customers Full Principal Company Supply Chain company Suppliers - Smelters Indirect suppliers Other direct suppliers fee Warehousing fee Warehouse / Centre * Local Distributor (Limited Risk) Sales support Local Sales Co (Limited Risk) fee s Products Legal title Customers * transferred on completion of production immediately prior to shipping Page 12 Ernst & Young LLP 2011 All rights reserved. Confidential and proprietary.
13 Transitioning to a fully centralised model can take place over time Transition criteria used to determine appropriate implementation & roll out approach: Ease of implementation Size of benefit Demonstrate early success Local culture & readiness for change Key stakeholder disposition Alignment with existing initiatives Category maturity Supplier maturity Supplier & customer contract renewal dates Tax conversion risk management Regulatory environment and future impacts Skill requirements People impact Appetite for risk / business impact High Medium Low Implementation Complexity 5 Benefit size 4 Lower 3 Higher Months months months Timing ID Initiative Description 1 Central procurement company service fee model implementation 2 Central procurement company, buy sell model implementation 3 & service centre supply chain planning implementation 4 Direct sales model 5 Full principal implementation Page 13 Ernst & Young LLP 2011 All rights reserved. Confidential and proprietary.
14 Сontact details EvgeniaVeter Partner Tel.: Partner, Tax, Transfer Pricing Group, Ernst & Young Moscow Joined the firm as a partner in March 2011; before that worked for more than 15 years with another Big Four company where obtained an extensive experience in providing advisory services to Russian and international companies on various areas of taxation and conducting business in Russia, structuring investments, and coordinating approaches to tax planning; since 2007 has been focusing on transfer pricing; led transfer pricing planning and documentation projects for multinational and Russian clients in various industry sectors, including structuring of entry/exit strategies of clients from the transfer pricing perspective, adaptation of global transfer pricing policies to Russian requirements, business restructuring, development of sustainable transfer pricing methodologies, etc.; specializes on serving companies working in retail, consumer products and life science industries Graduated from the Finance Academy of Russia in 1996 as an economist; member of the Association of Chartered Certified Accountants (ACCA); co-leader of the Transfer Pricing working group of the Association of European Business and a frequent speaker on transfer pricing topics Page 14 Ernst & Young LLP 2011 All rights reserved. Confidential and proprietary.
Transforming the office of the CFO
www.pwc.in Transforming the office of the CFO Maximising Finance Effectiveness We help the office of the CFO to optimise and excel in business insights, efficiency and control We address the fundamental
More informationOperating Model Effectiveness
Operating Model Effectiveness Operating Model Effectiveness To restore and maintain confidence in the long term, businesses must understand and manage risk better through improved operational efficiency,
More informationTransfer Pricing Issues in Business Restructurings
Transfer Pricing Issues in Business Restructurings Mike Murphy December 6, 2008 L E A D E R S H I P P R O B L E M SO L V I N G V A L U E C R E A T I O N Contents Statement of Objective Business Restructurings
More informationPilot your business across functions, offices, and geographies
Pilot your business across functions, offices, and geographies Whether your business has one or several locations in the same city or across international borders, Sage 300c helps you manage finances,
More informationIMPERIAL LOGISTICS CASE STUDY FAST FORWARD PEOPLE DEVELOPMENT IN AFRICA
Workforce excellence is essential for sustainable health supply chains IMPERIAL LOGISTICS CASE STUDY FAST FORWARD PEOPLE DEVELOPMENT IN AFRICA FINANCIAL SPONSORS Presentation Overview Positioning & Offering
More informationHungarian Services and Outsourcing Association. The evolution of the SSCs - transition from the multinational totheglobalbusiness model-
Hungarian Services and Outsourcing Association The evolution of the SSCs - transition from the multinational totheglobalbusiness model- 1 Agenda 1. About the Hungarian Services and Outsourcing Association
More informationSPENDLINK White Paper
SPENDLINK White Paper Driving Cash Flow and Bottom Line Results From Procurement Excellence September 2008 Steve Tucker Grant Oliver Hubwoo Spendlink TABLE OF CONTENTS 1. Introduction 3 1.1 Definition
More informationCIPS POSITIONS ON PRACTICE PURCHASING AND SUPPLY MANAGEMENT: BUYING ALLIANCES
CIPS POSITIONS ON PRACTICE PURCHASING AND SUPPLY MANAGEMENT: BUYING ALLIANCES INTRODUCTION The CIPS' practice documents are written as a statement in time. They are a collection of views on good practice
More informationDIVISIONAL REVIEWS IMPERIAL HOLDINGS LIMITED INTEGRATED ANNUAL REPORT. for the year ended 30 June 2016
62 DIVISIONAL REVIEWS 63 DIVISIONAL REVIEWS VEHICLES Key data In line with the group s strategic objectives, the consolidation, integration and restructuring of Imperial s various vehiclerelated businesses
More informationCURRICULUM SUMMARY COURSE DESCRIPTIONS & OUTLINES MENU MANUFACTURING INDUSTRIES INTRODUCTION TO MANUFACTURING OTHER INDUSTRIES ENERGY INDUSTRIES
CURRICULUM SUMMARY Cambashi s Manufacturing, Distribution and Energy off-the-shelf training courses, Cambashi- ItM, offer a consistent training solution for all your industries. Designed for sales, service,
More informationCategory Management in Shipping. Liam Herbert Director, Product Management Content & Ranking Algorithm
Category Management in Shipping Liam Herbert Director, Product Management Content & Ranking Algorithm What is Category Management? Category Management is a strategic approach which organises procurement
More informationGeorgia Economic Prosperity Initiative (EPI) July 16, 2014
Supply Chain Benchmarking Survey Private Sector Competitiveness Georgia Economic Prosperity Initiative (EPI) July 16, 2014 Contents Introduction 2 Scope 4 Findings 11 Questions 28 1 Introduction Outcomes
More informationCGMA Competency Framework
CGMA Competency Framework Technical Skills CGMA Competency Framework 8 Technical Skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationThe Role of Procurement in an enterprise wide transformation programme Fit for Growth
,, The Role of Procurement in an enterprise wide transformation programme Fit for Growth CIPS Procurement Conference March 2018 Peter Chambers PwC Director, Procurement and Supply Chain The need for transformation
More informationWelcome. Amsterdam 23 May Heineken N.V.
Welcome Amsterdam 23 May 2012 Heineken N.V. Disclaimer This presentation contains forward-looking statements with regard to the financial position and results of HEINEKEN s activities. These forward-looking
More informationCGMA Competency Framework
CGMA Competency Framework Technical skills CGMA Competency Framework 1 Technical skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationSAP S/4HANA Enterprise Management
CPG@SAVI SAP S/4HANA Enterprise Management End to End Solution Core Finance Accounting & Operations Cost Management Profitability Analysis Revenue & Cost Accounting Product Cost Management Profitability
More informationRemoving Supply Chain Costs. Elemica Road Show May 13, 2009
Removing Supply Chain Costs Elemica Road Show May 13, 2009 Today s Discussion Industry Trends and Supply Chain Spend E-Procurement Observations and Perspectives Improving Your Suppliers Supply Chain Slide
More informationTCS Financial Results
TCS Financial Results Quarter I FY 2016-17 July 14, 2016 1 Copyright 2014 Tata Consultancy Services Limited Disclaimer Certain statements in this release concerning our future prospects are forward-looking
More informationNinth Annual Domestic Tax Conference. 8 May 2014 Chicago
Ninth Annual Domestic Tax Conference 8 May 2014 Chicago Enhancing and integrating technology throughout the tax life cycle IRS Circular 230 disclosure Any US tax advice contained herein was not intended
More informationEfficiency: The Power of Protein
Investor Seminar October 22, 2018 Efficiency: The Power of Protein Susanne LUICK-NIJBOER Katharina STENHOLM Susanne Luick-Nijboer 11 years at Danone Katharina Stenholm 1 year at Danone VP, Global Business
More informationBusiness Consulting Services. Procurement - Contributing to Corporate Value. The Global CPO Survey Philip Molnar IBM Canada
Procurement - Contributing to Corporate Value The Global CPO Survey 2007 Philip Molnar IBM Canada Value Wins: The Global CPO Survey Raising the Stakes - Procurement on the Boardroom Agenda 2 New Frontiers
More informationDeloitte Shared Services, GBS & BPO Conference
Deloitte Shared Services, GBS & BPO Conference How Do You Make the Transition from Shared Services to GBS? Jeppe Larsen & Nick Prangnell GBS Consulting Leads, Deloitte (DK & UK) Scott Singer Head of Global
More informationUsing intelligent data to improve intercompany global pricing decisions and drive cost savings
Using intelligent data to improve intercompany global pricing decisions Stephen Day, Ernst & Young LLP Brian Francis, Ernst & Young LLP Karuna Mukherjea, SAP % of respondents Operational transfer pricing
More informationFar East Sourcing and Managing an Agile Supply Chain
Far East Sourcing and Managing an Agile Supply Chain Peter Marson CEO, 4C Associates Monday 29 th January 2007 Introduction to 4C 90 4C Turnover ( m) 80 70 60 50 40 30 20 10 0 2003 2004 2005 2006 4C company
More informationReview of Operations and Activities: Listing Rule Guidance Note 10. Introduction. Issued: March 2003
: Listing Rule 4.10.17 Issued: March 2003 Key topics 1. Review of operations and activities guide 2. Assistance in preparing disclosures accompanying financial statements 3. Recommendations 4. Risk management
More informationThe Smart ERP Choice for the Metals Industry
Crowe Metals Accelerator for Microsoft Dynamics 365 for Operations Software The Smart ERP Choice for the Metals Industry Audit / Tax / Advisory / Risk / Performance Smart decisions. Lasting value. Fully
More informationSupplier Management. Global control of your learning supplier lifecycle and a streamlined procurement process
Supplier Management Global control of your learning supplier lifecycle and a streamlined procurement process Our Vision Build a strong, engaged global supplier Our VISION is a world where business network
More informationUNIT TWO (2) Organizational Participants that Make International Business
UNIT TWO (2) Organizational Participants that Make International Business Learning Objectives In this chapter, you ll learn about: 1. Four types of participants in international business 2. Focal firms
More informationMikael Mäkinen, President and CEO Cargotec Capital Markets Day, 21 September 2010, Stargard Szczeciński, Poland
Mikael Mäkinen, President and CEO Cargotec Capital Markets Day, 21 September 2010, Stargard Szczeciński, Poland Profitable growth through customer focus Cargotec s refined strategy 2011 2015 Vision and
More informationSupporting local public services through change. Contract optimisation
Supporting local public services through change optimisation Getting value for money from contracts and spend with third parties is an ongoing challenge for most organisations. This is increasingly true
More informationEvolution of shadow accounting for fund managers. July 2013
Evolution of shadow accounting for fund managers July 2013 Current industry trends in shadow accounting Page 1 Current industry trends in shadow accounting Evolution of shadow accounting in the hedge fund
More informationCFO meets M&A: Value creation in the digital age The Dbriefs Driving Enterprise Value series
CFO meets M&A: Value creation in the digital age The Dbriefs Driving Enterprise Value series Lukas Hoebarth, Principal, Deloitte Consulting LLP Nnamdi Lowrie, Principal, Deloitte Consulting LLP Carina
More informationSession: Why capital matters
Session: Why capital matters Tuesday, 10 May 2016 10:00 Moderator: Julie Hood Panelists: Zhu Wei I Hazimah Zainuddin 会议 : 资本为何重要 2016 年 5 月 10 日, 星期二 上午 10:00 主持人 :Julie Hood 专家组成员 :Zhu Wei I Hazimah Zainuddin
More informationTax. Business Model Optimisation Creating value through business transformation
Tax Business Model Optimisation Creating value through business transformation Your opportunity During an economic downturn, many multinational businesses turn their primary focus to cost containment and
More informationMoving From Shared Services to GBS What Does World-class Look Like?
Moving From Shared Services to GBS What Does World-class Look Like? Penny Weller, PhD, CMA The Hackett Group Moving From Shared Services to GBS What Does World-class Look Like? Shared Services is a successful,
More informationSage 300c. Pilot your business across functions, offices, and geographies
Sage 300c Sage 300c Pilot your business across functions, offices, and geographies Whether your business has one or several locations in the same city or across international borders, Sage 300c helps you
More informationIndustrial Footprint. Service optimization and cost reduction
Industrial Footprint Service optimization and cost reduction Industrial Footprint what and why? We define Industrial Footprint as What and how much products and services should we develop and produce where.
More informationOverview of Technical Skills and Competencies (TSC)
Business Risk and Change Business Continuity Innovation Intellectual Property (IP) Data and Statistical Analytics Strategy Planning Strategy Implementation Public Relations Strategic Human Resource Strategic
More informationVIEW POINT. Top 3 steps to a successful ERP implementation for M&A in manufacturing - a project management point of view
VIEW POINT Top 3 steps to a successful ERP implementation for M&A in manufacturing - a project management point of view The benefits of a merger and acquisition (M&A) can be great in various ways including
More informationHow to align your data internally to meet your external communication requirements
How to align your data internally to meet your external communication requirements PIRONET NDH AG, Natascha Pottier, Sales & Business Development Maarweg 149-161, 50825 Köln, Tel.: +49 (0)221-770-1366,
More informationRegulatory Reporting: Implementing the proposed MAS Notice 610. Navigating the regulatory reporting and data challenge
Regulatory Reporting: Implementing the proposed MAS Notice 610 Navigating the regulatory reporting and data challenge Contents 03 Introduction 04 MAS Notice 610 timeline and implementation 05 Addressing
More informationMINDING THE GAP BETWEEN PROCUREMENT AND FINANCE Reducing loss of savings and adding value
MINDING THE GAP BETWEEN PROCUREMENT AND FINANCE Reducing loss of savings and adding value Thursday 20 th November 2014 Edinburgh Steve Johnson MSc, FCIPS, FCILT steve@simplyjoined.com Introduction Simply
More informationCIPS Pan African Conference
CIPS Pan African Conference Procurement and Executive level alignment how procurement is becoming a strategic advisor to internal stakeholders The Eskom journey & experience May 2013 The strategic role
More informationWho Does What, When, and How for a Divestiture?
Who Does What, When, and How for a Divestiture? Session ID: #10813 Prepared by: Ihtesham Uddin Sr. Director, Product Development eprentise, LLC @eprentise Learning Objectives Objective 1: Understand key
More informationAutomotive Industry Report
Automotive Industry Report Sourcing from and selling to international markets represents a complexity challenge for most supply chains and many are struggling to keep up with increased demand and complexity.
More informationSearching for a partner to take care of your day-to-day compliance in Kazakhstan? EY outsourcing solutions
Searching for a partner to take care of your day-to-day compliance in Kazakhstan? EY outsourcing solutions EY Global Over 100 years of global history 728 offices in 150 countries More than 230,000 employees
More informationQ1 (a): MARK SCHEME Question aims: Syllabus Reference(s): L , 1.5, 1.7 Core answer content is likely to include: Total 15 marks
Q1 (a): MARK SCHEME To test candidates understanding of acquisitions as a strategic option To test candidates ability to evaluate a strategic option in relation to a case situation Syllabus Reference(s):
More informationSUPPLY CHAIN, LOGISTICS & PROCUREMENT. Supply Chain, Logistics & Procurement
SUPPLY CHAIN, LOGISTICS & PROCUREMENT nem is one of Australasia s largest boutique business consultancy firms, which is able to draw on the significant skills and experience of over 45 partners across
More informationKeep your business on the move with Sage
Keep your business on the move with Sage Solving local needs in the logistics, distribution and warehousing industries Introduction The logistics, supply-chain, and warehousing industries keep the entire
More informationProcurement Technology: Managing the Change Process. Michael Kirk The CIPSA Special Interest Forum on Technology in Procurement
Procurement Technology: Managing the Change Process Michael Kirk The CIPSA Special Interest Forum on Technology in Procurement Agenda About The Faculty The importance of change management in technology
More informationEnterprise asset management
Enterprise asset management Global telecommunications August 2016 Enterprise asset life cycle challenges and EY s tailored suite of services Planning and forecasting 1 2 3 4 5 Planning and forecasting
More informationProfitability measurement and expense management for alternative asset managers
Profitability measurement and expense management for alternative asset managers Critical information for profitable growth by Samer Ojjeh, Sridhar Kadaba and Mike Coletti As a result of current and continuing
More informationPRACTICE DEVELOPMENT STRATEGIES
PRACTICE DEVELOPMENT STRATEGIES CA Jiger Saiya 12 December 2014 Page 1 AGENDA CHANGING SCENARIO GENERALISATION VS SPECIALISATION INTERNATIONAL AFFILIATION PRACTICE MANAGEMENT IN CHANGING TIMES Page 2 CHANGING
More informationProfitable Demand Fulfillment: Six Winning Approaches in the Consumer Goods Industry. An E2open ebook
Profitable Demand Fulfillment: Six Winning Approaches in the Consumer Goods Industry An E2open ebook Overview Consumer goods companies face many supply chain challenges and opportunities as they expand
More informationSupply Chain Solutions
Supply Chain Solutions Grant Thornton Consumer and Industrial Products practice Part 2 of 3 Creating a reliable, profitable supply chain: navigating exchange rate, working capital and business uncertainties
More informationChanges in Consumer Demand. What is a supply chain? Supply Chain Management
Introduction to Supply Chain Management - Twenty-first Centur Supply Chains By Rhonda Lummus Changes in Consumer Demand Product Proliferation Mass Customization Consumer Direct The Internet - E-tail Promotions/Incentives
More informationTCS Financial Results
TCS Financial Results Quarter I FY 2017-18 July 13, 2017 1 Copyright 2017 Tata Consultancy Services Limited Disclaimer Certain statements in this release concerning our future prospects are forward-looking
More informationSupply chain strategy development, NQF Level 7, Credits 15
SUPPLY CHAIN EXECUTIVE Knowledge modules 132401-004-00-00 KM-01: The supply chain as an integrated system, NQF Level 7, Credits 15 132401-004-00-00 KM-02: Supply chain strategy development, NQF Level 7,
More informationPAC Partners. Agribusiness & Food Conference. Mark Keating GM Investor Relations. April, 2016
PAC Partners Agribusiness & Food Conference Mark Keating GM Investor Relations April, 2016 The evolution of Nufarm 1916 Beginning Nufarm Asia and NA Expansion Europe and LATAM Expansion Nuseed Improvement
More informationITFMA Conference. How to do I.T. Chargeback. Savannah, GA July 10, Pete Hidalgo
ITFMA Conference Savannah, GA July 10, 2013 How to do I.T. Chargeback Pete Hidalgo Table of contents The big picture Chargeback definition Benefits Key concepts Guiding principles Model types and maturity
More informationWho Does What, When, and How for a Divestiture?
Who Does What, When, and How for a Divestiture? Anil Kukreja Chief Operating Officer, eprentise PVT Ihtesham Uddin Sr. Director, Product Development, eprentise Webinar Mechanics Submit text questions.
More informationSupply Chain Congress 21 August 2013 Megan Main, Chief Executive
Reforming the health supply chain down under Supply Chain Congress 21 August 2013 Megan Main, Chief Executive Health Purchasing Victoria (HPV) 1. HPV overview 2. Becoming more strategic 3. Global trends
More informationFEEDBACK TUTORIAL LETTER. 1st SEMESTER 2018 ASSIGNMENT 2 SUPPLY CHAIN MANAGEMENT SCM711S
FEEDBACK TUTORIAL LETTER 1st SEMESTER 2018 ASSIGNMENT 2 SUPPLY CHAIN MANAGEMENT SCM711S 1 Feedback Tutorial Letter Supply Chain Management (SCM711S) Assignment 2 Dear students Thank you for the effort
More informationAre you ready for a future outside of the European Union?
Are you ready for a future outside of the European Union? Key considerations for the Life Sciences sector November 2017 The UK is expected to exit the European Union from 29 March 2019. This has consequences
More informationMAAMBA COLLIERIES LIMITED. SAP HANA Scoping Document
MAAMBA COLLIERIES LIMITED SAP HANA Scoping Document FINANCE BUSINESS PROCESS Finance Finance Master Data GL Accounting Asset Accounting Accounts Receivable Accounts Payable General Ledger Account Postings
More informationIndustrial Footprint
Industrial Footprint Industrial Footprint what and why? We define Industrial Footprint as What and how much products and services should we develop and produce where. Typical questions to be answered are:
More informationFinance Effectiveness Consulting The Compliance & Control Dimension. Finance Effectiveness Compliance & Control
Finance Effectiveness Consulting The Compliance & Control Dimension Finance Effectiveness Compliance & Control 2012 Key Finance dimensions Insight Finance Vision & Organisation Enablers (People & Technology)
More informationHow to Implement Supplier Relationship Management
THE EUROPEAN INSTITUTE O F P U R C H A S I N G M A N A G E M E N T How to Implement Supplier Relationship Management The 10th EIPM Purchasing Conference Archamps, December 1st, 2005 Page 1 Today s Programme
More informationMANAGING A PROFESSIONAL OFFICE [ICA(G) INDUCTION COURSE]
MANAGING A PROFESSIONAL OFFICE [ICA(G) INDUCTION COURSE] 21 March 2014 Reindorf B. Perbi 1. INTRO Context of induction Relevance in relation to spread of professionals PUBLIC SECTOR 1 Public Sector - Career
More informationChanging lanes
Changing lanes 2014-15 The automotive C-suite s agenda In today s volatile global market, margin improvement remains high on the agenda for all companies, but automotive executives are focused on embedding
More informationIndustry Benchmarking for Select Industries. November, 2014 CA. Jay Mankad
Industry Benchmarking for Select Industries November, 2014 CA. Jay Mankad Transfer Pricing Jigsaw Tested Party Functional Analysis Comparability Analysis Transfer Pricing Methods Industry Overview Price
More informationSUCCESS PROFILE TELSTRA BAND 2 INDIVIDUAL CONTRIBUTOR
Business Unit Finance & Strategy Band 2 Work Code PRSVNMSP People Mgr/Ind Contrib IC Direct Expense n/a Generic Role Title Senior Procurement Specialist CAPEX n/a Market Role Title Senior Procurement Specialist
More informationFlexible Partnership Solutions from Cambridge Global Payments
Flexible Partnership Solutions from Cambridge Global Payments Connecting you with success. Ingeniously. Cambridge is a leading provider of integrated crossborder payment services and currency risk management
More informationW4: Remote Trading Supervision
W4: Remote Trading Supervision The importance of a strong oversight model The European Compliance Conference Warsaw 19 April 2018 Introductions Julian Marsh Partner Ernst & Young LLP Mark Goulden Global
More informationAt-a-Glance. SAP Enhancement Package 5 for SAP ERP. Suite Solution Management ERP. Version 1.0
Suite Solution Management ERP Version 1.0 Legal Disclaimer This presentation is not subject to your license agreement or any other agreement with SAP. SAP has no obligation to pursue any course of business
More informationMaking the Right Moves to Create Shareholder Value
GAI Capital, Ltd. Making the Right Moves to Create Shareholder Value George A. Isaac III PO Box 50009 Santa Barbara, CA 93150 gisaac@isaacgroup.com Tel: 805.969.6602 CREATING SHAREHOLDER VALUE SHAREHOLDER
More informationA competitive distribution network strategy
April 22, 2010 Dusseldorf, Germany A competitive distribution network strategy Breaking political & operational barriers GW ref. 9026X069/AB/it initial version 1.0 Agenda Supply chains costs General trends
More informationImproving your finance function effectiveness
April 2016 Financial Accounting Advisory Services Improving your finance function effectiveness Establishing a Center of Expertise framework for your teams Finance functions in many companies are evolving
More informationEFFICIENT ROLL-OUT OF STANDARDS WITH ANIXTER S GLOBAL CAPABILITIES. Products. Technology. Services. Delivered Globally.
EFFICIENT ROLL-OUT OF STANDARDS WITH ANIXTER S GLOBAL CAPABILITIES Products. Technology. Services. Delivered Globally. AGENDA About Anixter Global Presence Global Structure Customer Needs Global Service
More informationSmart strategies for difficult times - Oracle roadmap to management excellence
Smart strategies for difficult times - Oracle roadmap to management excellence Oana Craciunescu EPM Sales Leader South Eastern Europe Agenda Expanding From Operational Excellence
More informationIndirect Procurement Optimisation. Unlocking areas of savings and value creation
Indirect Procurement Optimisation Unlocking areas of savings and value creation Are there still opportunities to cut costs? According to a recent survey EY took part in, of the 267 Chief Procurement Officers
More informationSAP Solution Brief SAP Solutions for Small Businesses and Midsize Companies SAP Business One. by Automating Intercompany Transactions
SAP Brief SAP s for Small Businesses and Midsize Companies SAP Business One Objectives by Automating Intercompany Transactions Streamlined intercompany transactions and integration Streamlined intercompany
More informationEnd-to-end Business Management Solution for Small to Mid-sized Businesses
End-to-end Business Management Solution for Small to Mid-sized Businesses Successfully manage and grow your business with a comprehensive, simple, total business management solution for SMBs. The SAP Business
More informationStep inside your new look business with SAP Business One. SAP Solution Brief SAP Solutions for Small Midsize Businesses
Step inside your new look business with SAP Business One SAP Solution Brief SAP Solutions for Small Midsize Businesses SAP Business One designed for all your small and midsize company s needs Whatever
More informationDriving improved supply chain results Adapting to a changing global marketplace. The COO perspective
Driving improved supply chain results Adapting to a changing global marketplace The COO perspective The COO perspective at a glance Your time is precious. In order to get you the insights you need, as
More informationHow do I remain nimble and efficient?
www.pwc.com/india How do I remain nimble and efficient? We help the office of the CXO optimise performance of the support functions Unlocking the performance culture We address the fundamental questions
More informationSupply Chain Management
Supply Chain Management 1 Outline Global Company Profile: Volkswagon The Strategic Importance of the Supply- Chain Global Supply-Chain Issues Supply Chain Economics Make-or-Buy Decisions Outsourcing 2
More informationCIPS BT Procurement Masterclass 16 th May British Telecommunications plc
CIPS BT Procurement Masterclass 16 th May 2011 British Telecommunications plc Masterclass - Key Areas BT Key Procurement Facts Importance of Procurement to Company Performance Best Practice Processes Strategic
More information> Group Synergies. Update on the New Group Architecture Project. > Manfred Wimmer Executive Director, Group Architecture & Group Program Management
> Group Synergies Update on the Project > Manfred Wimmer Executive Director, Group Architecture & Group Program Management > Agenda Overview of the main NGA initiatives 1. Group Large Corporates 2. Group
More informationGlobal Challenges in Mining Supply and Procurement A Gold Fields Case Study x Ben Ludik Group Strategic Sourcing. 02 November 2009
Global Challenges in Mining Supply and Procurement A Gold Fields Case Study x Ben Ludik Group Strategic Sourcing 02 November 2009 Gold Fields Introduction Gold Fields Limited is one of the world s largest
More informationSIFMA Conference Robotics & intelligent automation
SIFMA Conference Robotics & intelligent automation June 14, 2018 Today s agenda 1. Need for increased automation 2. RPA spotlight use cases and video 3. Panel discussion on automation journey 2 Huntington
More informationTanla Solutions Ltd. acquires Karix Mobile for
Tanla Solutions Ltd. acquires Karix Mobile for 340 Crore in a cash and stock transaction from GSO Capital Partners, a Blackstone Company: Combined entity to be India s leading Enterprise Cloud Communications
More informationCapgemini s PoV on Industry 4.0 and its business implications for Siemens
Capgemini s PoV on Industry 4.0 and its business implications for Siemens Siemens Digital Transformation Executive Forum June 5 th 2014, Udo Lange TRANSFORM TOGETHER Contents INDUSTRY 4.0: Drivers for
More informationThird Party Risk Management ( TPRM ) Transformation
Third Party Risk Management ( TPRM ) Transformation September 20, 2017 Internal use only An introduction to TPRM What is a Third Party relationship? A Third Party relationship is any business arrangement
More informationLeading You into The Digital World
it.manufacturing SAP S/4HANA is GST Ready 2016 SAP S/4HANA Adoption Partner and Global Value Added Reseller itelligence solutions for the Discrete Manufacturing Leading You into The Digital World GLOBAL
More informationThe Enterprise Supply Chain View. SSON Supply Chain Learning Series
The Enterprise Supply Chain View SSON Supply Chain Learning Series Copyright 2015 ScottMadden, Inc. All rights reserved. Report _2015 Table of Contents About ScottMadden Key Components of Supply Chain
More informationSUPPLY CHAIN MANAGEMENT
SUPPLY CHAIN MANAGEMENT A Simple Supply Chain ORDERS Factory Distri buter Whole saler Retailer Customer PRODUCTS The Total Systems Concept Material Flow suppliers procurement operations distribution customers
More informationCan your supply chain avoid extinction? Frank Meuwissen, Markus Hayek and Dr. Stijn-Pieter van Houten
Can your supply chain avoid extinction? Frank Meuwissen, Markus Hayek and Dr. Stijn-Pieter van Houten Slicing and dicing the supply chain to service ever more diverse and demanding customers has become
More informationImproving the Performance of Contracts. Michael Kirk Managing Director The Faculty Management Consultants
Improving the Performance of Contracts Michael Kirk Managing Director The Faculty Management Consultants Agenda Overview of The Faculty Best practice contract management Contingency planning Dealing with
More information