LLC February 2003 Analytical Outsourcing Adapts Supply Chains To Constant Change Complex Supply Chains Deserve Sophisticated Tools
|
|
- Delphia Barton
- 6 years ago
- Views:
Transcription
1 CHAINalytics LLC Thought Leadership February 2003 Analytical Outsourcing Adapts Supply Chains To Constant Change Applying supply chain optimization can save a firm millions of dollars a year by improving decisions such as the optimal selection of facility locations, inventory placement, and transportation modes. But shifts in cost structures, operations, and customer demand can disrupt even the best made plans. In order to sustain the value provided by these sophisticated analyses, firms need to conduct continuous rather than sporadic analysis. Continuous analysis enables companies to accelerate decision-making, view the supply chain holistically, and answer ad hoc questions with fact based analysis. While traditional approaches of providing continuous analysis are too costly or -consuming for resource-strapped firms today, the new approach of analytical outsourcing enables a firm of any size to reap the benefits. many firms approach these complex problems with only management intuition and crude spreadsheet analysis Complex Supply Chains Deserve Sophisticated Tools Firms are striving to reduce supply chain costs that last year averaged 11% of revenue or nearly $800 billion. i But this is not trivial every company s supply chain is tightly intertwined with internal operations and connected to external partners creating a complex web of trade-offs and dependencies. Unfortunately, many firms approach these complex problems with only management intuition and crude spreadsheet analysis resulting in an oversimplified analysis that offers suboptimal results or even erroneous recommendations. While firms might use these generic tools and approximate approaches to make marginal improvements, in order to maximize supply chain value, they need sophisticated decision sciences tools that: Evaluate all possible alternatives. While spreadsheets can evaluate predetermined alternatives, they can t adequately analyze most supply chain decisions. Why? While deciding between 3 or 4 distribution centers might seem simple, spreadsheets fail to factor all the trade-offs of that decision like which distribution center will serve which customers and stock which items. And when you layer all related costs and constraints into one problem, the alternatives can easily turn to millions of possible combinations far too complex for a spreadsheet. But optimization tools minimize cost while respecting real-world constraints, and thus insure realistic and feasible plans. For example, AMP used an optimization tool to rationalize its manufacturing network. By shifting production closer to demand and concentrating capacity in locations with lower labor costs they were able to reduce annual costs by $100 million. ii Standardize the analysis process. Spreadsheets are recreated by each analyst, leading to different assumptions, costs, and rules with every analysis. By using optimization tools, firms can easily reuse models to perform subsequent analysis more frequently and much faster than with ad hoc approaches. To manage their dynamic supply chain, Dell built an internal team and ongoing process to perform analysis regularly. By using a strategic optimization tool, they were able to constantly evaluate product flow and reconfigure logistics, identifying $1 billion in savings over 4 years. iii Copyright 2003 Chainalytics LLC Page 1 of 5 February 2003
2 Figure 1: The Once-Optimal Supply Chain Atrophies Between Periodic Studies Perform what-if analysis. Spreadsheets can estimate the performance of a predefined hypothesis, but are limited in their ability to optimize a problem requiring firms to already know the answer before an analysis. But often the best solution isn t the one that is most intuitive. As a result, firms need optimization tools to perform sensitivity analyses that evaluate a full range of scenarios. For example, leading companies such as Wal-Mart, Procter & Gamble, Home Depot, and Kraft Foods have used combinatorial bidding engines to determine the optimal carrier assignments for over $10 billion in annual transportation spend. Typically mos. Lost opportunity Figure 2: Continuous Analysis Aligns Supply Chains With Optimal Initial study Even Optimal Plans Have A Limited Shelf Life Traditionally, firms have treated supply chain optimization as a strategic event run every two to five years. This periodic and often sporadic analysis delivers significant value; a firm typically will reduce its overall operating budget by 5-15% upon implementing a network redesign or adjusting its transportation strategy. And while these studies result in significant operating improvements, results begin to depreciate within months (Figure 1). Why? Because firms operate in a dynamic environment where constant change threatens to create an imbalance within their supply chains. To minimize this slow, steady cost increase and service deterioration, firms must quickly adapt to change that is: Deliberate vs. unforeseen. Firms constantly reevaluate their business from product lines to site rationalizations resulting in ongoing fluctuation. While changes to suppliers, products, and locations may be planned, they still drive signification modifications to supply chain strategies. Unexpected changes to commodity costs, customer expectations, or production technologies often catch companies off guard, increase their operational and financial risk, and force them to react with a suboptimal decision. Too often, initiatives undertaken by sales, marketing, or finance are not analyzed in terms of the ramifications on the supply chain. So whether it is deliberate decisions by the enterprise, such as new products that force additional production lines, or unforeseen market shifts, such as increased service requirements that alter transportation modes, all of these changes if left unanalyzed significantly reduce the once-optimal supply chain. Disruptive vs. incremental. While significant changes such as mergers and acquisitions result in a network reconfiguration, seemingly minor shifts in cost structures or lead s often require incremental adjustments to capacity or inventory. So when a firm makes an acquisition, its likely to evaluate overlapping capacity and end up closing facilities or consolidating into new, larger ones. But often minor changes like an interest rate hike, which go unaddressed, also cause supply chain imbalance. As these incremental changes are held in reserve awaiting more significant disruption, the supply chain becomes less optimal. Sporadic Analysis Isn t Enough: Firms Need Continuous Analysis Customers, suppliers, and operations are constantly changing, but firms typically respond to this perpetual evolution with infrequent analysis. While these periodic studies transform suboptimal configurations and result in millions in operational savings, optimally redesigned networks atrophy during the month gap between studies, resulting in a supply chain that grows less optimal with each week. To factor ongoing change and answer tactical questions regarding networks, transportation services, and inventory deployments, firms need a systematic way of performing ongoing analysis. This continuous analysis keeps supply chains in tune with optimal by (Figure 2): Copyright 2003 Chainalytics LLC Page 2 of 5 February 2003
3 firms can use continuous analysis to find the optimal solution to questions as they arise Supporting ad hoc questions as they arise. Periodic studies successfully address strategies regarding supply chain design and inventory rationalization. But tactical questions regarding potential customers or labor negotiations cannot be addressed in an annual analysis these questions come up weekly. Rather than making seat-of-the-pants decisions or postponing them to the next strategic planning cycle, firms can use continuous analysis to find the optimal solution to questions as they arise. But continuous analysis doesn t require a firm to overhaul its network every a vendor modifies its pricing. Instead, by evaluating the impact of tactical changes when they occur, firms can make minor tweaks to strategies and operations that can be implemented in weeks. Accelerating decision cycle. Firms that only reevaluate their supply chain every 2-3 years have to start from scratch each ; changes to personnel and business requirements make previous models obsolete. But firms that constantly analyze maintain models with up-to-date data and analysts well-versed on the existing business. As a result, they reduce the required to analyze decisions. So rather than spending 3 months to determine what to do when energy costs rise, firms can use existing models to answer that question in days. Taking a holistic view of the supply chain. Rather than narrowing and simplifying the analysis to fit into a spreadsheet, continuous analysis enables firms to make holistic, fact-based decisions that consider the trade-offs across the entire supply chain. Using continuous analysis, a firm can quickly assess the precise impact of a refinancing scheme and suggest approaches to leverage the change to improve performance, minimizing the likelihood of lost opportunities. Reducing required and resources. When firms deploy an analytical process infrequently, it requires months of cross-functional support and creates a burden on internal resources day-to-day operating responsibilities. But when firms perform analysis on a continued basis, the information gathering is minimal, allowing firms to rapidly evaluate the impact of changes like an increase in transportation rates due to spikes in fuel costs. Figure 3: The Continuous Analysis Payback Is Immediate Typically mos. Lost Opportunity: $5 $12.5M 5% 2% For every $100 million in annual supply chain cost: first year savings: $1.2M Two-year savings: $4.3M Continuous Analysis Is Difficult To Maintain Continuous analysis is exceptionally compelling: we estimate that firms will create $4.3 million in additional value for every $100 million of supply chain operating costs in the first two years alone (Figure 3). iv And while continuous analysis enables firms to maximize value received from supply chain optimization, many firms can t perform analysis on a regular basis. Why? Because firms: Don t have the resources required. Leading enterprises like PepsiCo and General Mills will realize billions of dollars in value this year from applying optimization to strategic and tactical supply chain problems. But firms with less than $10 billion in revenue will be hard-pressed to dedicate 3 or more resources the minimum to sustain an analytical competency. v Perhaps that s why nearly 70% of large companies prefer to outsource the network design function. vi Even when the world s largest companies decide to invest in these heavily specialized resources, they often find them scarce and difficult to retain. Allow practices to stagnate. A small percentage of firms that dedicate only 1 or 2 internal resources are able to maintain their analytical capabilities past the second year. As these scarce resources are lost to turnover or promotion, the analytical practices quickly evaporate because the firm lacks mentors to maintain the competency. We estimate that less than 50% of companies that have purchased strategic supply chain tools from vendors like i2, CAPS, INSIGHT, and Manugistics still perform analysis internally within 1-2 years after purchase. Copyright 2003 Chainalytics LLC Page 3 of 5 February 2003
4 Using an analytical outsourcer, firms can internalize the capability without internalizing the competency Analytical Outsourcing Is The Answer Firms want to respond to change with fact-based analysis, but often don t have the skilled resources to do so on a continuous basis. These firms should consider using the recurring services of a third party analytical outsourcing firm. Analytical outsourcers provide clients with the dedicated, heavily skilled resources needed to perform ongoing analysis to complement, but not distract, day-to-day operations. Using an analytical outsourcer, firms can internalize the capability without internalizing the competency and thus: Reduce analytical cycle. Using highly concentrated skills, proven methodology, and a well-defined tool and analysis infrastructure enables a firm to establish an easily repeatable process in which models are reused not relearned. And since resources are continuously analyzing the business, spikes in, while not eliminated, are severely reduced in and duration. The result is a supply chain that identifies the impact of any change and can adapt rapidly. Minimize vulnerability to employee turnover. Employee turnover is a fact of life. According to NCR, the average tenure of employees is at an all low 3.6 years and this turnover equates to knowledge loss. vii By using an outsourced service that leverages the experience of an entire organization of supply chain specialists and a repeatable process, a firm can shift this risk of turnover to the outsourcer leaving the firm less vulnerable to a single individual. Increase organizational objectivity. Firms that use outside resources not only gain more specialized ones, but the resources are more objective. Outsourced providers provide fact-based analysis without organizational bias, politics, or departmental incentives, resulting in an unfiltered set of recommendations. Leverage best practices. Since outsourcers have teams of people constantly evaluating the latest tools and transferring practices across industries, a firm that uses their service can leverage the knowledge of analysts working with a diverse set of companies and industries. So if a firm wants to evaluate the impact of seasonality on their operation, they can leverage the experience of the outsourcer who has evaluated and applied the latest tools and approaches like multi-period optimization and can easily identify the risks and increase the success rate of chosen outcomes. Analytical outsourcing provides quantitative analysis at a fraction of the and cost of traditional approaches How To Make It Happen If your firm strives for supply chain improvement, you should immediately evaluate the following 3 opportunities: Opportunity: Analytical tools How to act: Supply chains have complex business requirements that require sophisticated software. So if you re not using decision support tools to analyze your business problems, you need to begin to explore the benefits of strategic and tactical decision making. Opportunity: Continuous analysis How to act: Sophisticated analyses deliver value, but over the results deteriorate. Rather than taking the big bang approach that you will get by using decision support sporadically, you need to migrate towards a continuous analysis that will keep your supply chain optimal. Opportunity: Analytical outsourcing How to act: While expected to provide enormous value, continuous analysis is traditionally expensive to run and difficult to resource internally. If it s a lack of resources that s keeping you from frequent analysis, you should explore the services of an analytical outsourcer. Analytical outsourcing provides quantitative analysis at a fraction of the and cost of traditional approaches, allowing firms of all sizes to capture the benefit of continuous analysis. Copyright 2003 Chainalytics LLC Page 4 of 5 February 2003
5 i According to the April 2001, Corporate Executive Board Report, Optimizing Costs Along The Supply Chain, supply chain management totaled nearly $800 billion in the US last year alone. On average, supply chain costs total 11% of sales revenue. ii Source: 1999 i2 Technologies Annual Planet Conference Speech, Manufacturing Rationalization Using Strategic Planning Tools,by Mark Rockey, Director Operations Research, AMP, A Tyco International Company.. iii Source: 2000 i2 Technologies Annual Planet Conference Speech, Rapid Strategic Planning At Dell, by Wayne Zorn, WW Operational Strategy, Dell Computers and Koray Dogan, Planning and Fulfillment, i2 Technologies. iv This calculation is based on research that concludes that within the first year, supply chains will be 2% away from optimal, 5% within two years based on change that has occurred during that. This estimate includes costs associated with supply chain like transportation and handling costs, but does not include direct materials purchasing costs. v Based on an internal survey of past and existing customers. vi From the September, 2002 ARC Advisory Report report, Beyond Software, Maximizing Value via Outsourcing. vii According to a survey conducted by Teradata, a division of NCR in March Teradata polled 202 IT executives and found that average employee tenure is at an all- low of 3.6 years. In addition, 88% of IT executives believe that when they experience turnover, their knowledge base walks out the door. Chainalytics specializes in providing leading companies advanced consulting and outsourcing services to improve supply chain performance. Specializing in the application of advanced decision sciences technology, Chainalytics supports improved strategic, tactical and operational decision-making in the areas of supply chain strategy, transportation planning and inventory planning. The company's powerful combination of analysis, technology, and methodology enables clients to achieve and sustain double-digit cost reductions and customer service improvements, resulting in millions of dollars of value creation. Chainalytics serves mid- to large-size enterprises with complex supply chains, with special emphasis on companies in retail, wholesale and manufacturing of consumer durable and non-durables. Copyright 2003 Chainalytics LLC Page 5 of 5 February 2003
Inventory Planning & Optimization: Extending The Enterprise through the Supply Chain
Inventory Planning & Optimization: Extending The Enterprise through the Supply Chain by Steve Lewin, Sourcetrix Corporation Executive Summary A good way to introduce Inventory Planning and Optimization
More informationWHITE PAPER LOGISTICS AS A SERVICE HOW LOGISTICS EXPERTS CAN REDUCE SPEND, SAVE TIME, AND INCREASE COMPANY PROFITS
WHITE PAPER LOGISTICS AS A SERVICE HOW LOGISTICS EXPERTS CAN REDUCE SPEND, SAVE TIME, AND INCREASE COMPANY PROFITS A company s transportation spend is one of the largest budgetary items, so finding ways
More informationA Leaner, Meaner Supply Chain
Journal of Management Leadership www.prtm.com Winter 2006 Beating the Odds on Mergers and Acquisitions Getting Breakthrough Ideas to the Finish Line Deriving Benefit From Supply Chain Complexity Customer
More informationThe Industrial Distributor: A Threatened Species?
We help business-to-business companies create more loyal customers The Industrial Distributor: A Threatened Species? The industrial distributor has been a marketing mainstay in many business-tobusiness
More informationPolicy Administration Transformation
Financial Services the way we do it Policy Administration Transformation Helping insurers capture dramatic improvements in time-to-market, product or price leadership and operational excellence The insurance
More informationBilling Strategies for. Innovative Business Models
Billing Strategies for Innovative Business Models How Boring Old Billing Could Be the Competitive Advantage You Never Knew You Had Billing Strategies for Innovative Business Models Page: 1 Introduction
More informationVendor Managed Inventory Solutions for the Grocery Industry
Vendor Managed Inventory Solutions for the Grocery Industry 3160 Pinebrook l Park City, UT 84098 l 435.645.2000 www.parkcitygroup.com Contents Overview... 3 The Issue... 6 The Opportunity... 4 The Solution
More informationAn Enterprise Resource Planning Solution for Mill Products Companies
SAP Thought Leadership Paper Mill Products An Enterprise Resource Planning Solution for Mill Products Companies Driving Operational Excellence and Profitable Growth Table of Contents 4 What It Takes to
More informationThe Future of Sourcing Begins Now
: The Future of Sourcing Begins Now Clay Calhoun ISG WHITE PAPER 2017 Information Services Group, Inc. All Rights Reserved INTRODUCTION Enterprises and public sector organizations have long depended on
More informationIT Strategy Assessment for Automotive Suppliers
IT Strategy Assessment for Automotive Suppliers Optimizing support for digital business models and innovation helps to position IT as a business partner The new digital automotive world offers Tier 1 automotive
More informationIssue in Focus: Designing Products for Performance, Risk, and Compliance. Leveraging Product Analytics to Optimize Design Decisions and Tradeoffs
Issue in Focus: Designing Products for Performance, Risk, and Compliance Leveraging Product Analytics to Optimize Design Decisions and Tradeoffs Tech-Clarity, Inc. 2013 Table of Contents Introducing the
More informationSAP Supply Chain Management
Estimated Students Paula Ibanez Kelvin Thompson IDM 3330 70 MANAGEMENT INFORMATION SYSTEMS SAP Supply Chain Management The Best Solution for Supply Chain Managers in the Manufacturing Field SAP Supply
More informationMSP Purpose, Value & ROI
PERSPECTIVE ARTICLE MSP Purpose, Value & ROI A Comprehensive Look at Today s Global Managed Service Provider Programs In this perspective article, Bartech an industry professional services firm delivering
More informationKnowledge Management in the Contact Center. Best Practice Guide
Knowledge Management in the Contact Center Best Practice Guide Table of Contents Executive Summary... 3 Determining Objectives and Metrics... 4 Planning an Implementation Strategy... 5 Developing a Strong
More informationCHAPTER 13 LEARNING TRACK 2: A PRIMER ON BUSINESS PROCESS DESIGN AND DOCUMENTATION
CHAPTER 13 LEARNING TRACK 2: A PRIMER ON BUSINESS PROCESS DESIGN AND DOCUMENTATION WHY BUSINESS PROCESS DESIGN IS IMPORTANT Business process design has a long history in American management. In today's
More informationThe Accenture/ Siemens PLM Software Alliance
The Accenture/ Siemens PLM Software Alliance Enabling Efficient Product Lifecycle Management Companies in a wide range of industries rely upon Product Lifecycle Management (PLM) to grow their business,
More informationWhy Sourcing Speed is Critical
Why Sourcing Speed is Critical How to keep pace with changing technology and increase speed-to-value Introduction In today s world of rapid technological development and fastpaced transformation, the year-long
More informationTransforming Healthcare Communications
Transforming Healthcare Communications An Expense Reduction Strategy and New Business Model Healthcare Communication Services Business Brief For healthcare payers, outbound constituent communications (checks,
More informationTop 35 Reasons You Need Contact Center Performance Management
Top 35 Reasons You Need Contact Center Performance Management February 2014 Sponsored by: - 1 - DMG Consulting LLC Table of Contents Introduction... 1 Real-Time and Historical CCPM... 1 Top Reasons to
More informationMAKING THE CASE FOR LOGISTICS OUTSOURCING
MAKING THE CASE FOR LOGISTICS OUTSOURCING A practical guide for managers and directors of logistics, supply chain and warehouse operations on developing the business case for outsourcing. 1 2016 G&D Integrated
More informationinvest in leveraging mobility, not in managing it Solution Brief Mobility Lifecycle Management
MOTOROLA MOBILITY LIFECYCLE MANAGEMENT invest in leveraging mobility, not in managing it If you have any doubt about the impact of mobility on your future, consider this: In a recent Broadsoft survey of
More informationAligning and rationalizing your business applications. How to simplify the IT portfolio and reduce costs in financial services
Aligning and rationalizing your business applications How to simplify the IT portfolio and reduce costs in financial services Contacts Atlanta Ajay Nayar Principal +1-404-271-3890 ajay.nayar@strategyand.pwc.com
More informationA CIOview White Paper by Scott McCready
A CIOview White Paper by Scott McCready 1 Table of Contents How to Craft an Effective ROI Analysis... 3 ROI Analysis is Here to Stay... 3 When is an ROI Analysis Not Necessary?... 3 It s More About the
More informationVendor Support Agreements: A Competitive Weapon for Optimizing Organizational Assets
998-2095-07-02-15AR0 Vendor Support Agreements: A Competitive Weapon for Optimizing Organizational Assets by Brian Courchesne Executive summary For manufacturers, sustaining operations performance levels
More informationRESEARCH REPORT. Includes complete survey data. Project Management Maturity & Value Benchmark
RESEARCH REPORT Includes complete survey data Project Management Maturity & Value Benchmark 2014 2 Project Management Maturity & Value Benchmark 2014 Introduction PM Solutions Research first surveyed organizations
More informationTransforming 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 informationDYNAMIC FULFILLMENT (DF) The Answer To Omni-channel Retailing s Fulfillment Challenges. Who s This For?
DYNAMIC FULFILLMENT (DF) The Answer To Omni-channel Retailing s Fulfillment Challenges Who s This For? This publication will be of greatest value to retailers in need of a highly efficient and flexible
More informationPlacing a lens on supply chain planning
IBM Global Business Services IBM Institute for Business Value Placing a lens on supply chain planning Supply Chain Management IBM Institute for Business Value IBM Global Business Services, through the
More informationMigrate to a New Testing Tools
SOLUTION BRIEF CA Conversion Service Migrate to a New Testing Tools Solution for IBM z/os Quickly and Easily with a Best- Practice-Led Migration Methodology. Having a migration methodology is critical
More informationTRANSPORTATION MANHATTAN ACTIVE. A Comprehensive Solution for Complex Logistics Networks. With Manhattan Active Transportation you can:
MANHATTAN ACTIVE TRANSPORTATION A Comprehensive Solution for Complex Logistics Networks LOGISTICS COMPLEXITIES AND SERVICE-LEVEL EXPECTATIONS have increased dramatically in today s world. Supply chains
More informationBenefits of Industry DWH Models - Insurance Information Warehouse
Benefits of Industry DWH Models - Insurance Information Warehouse Roland Bigge IBM Deutschland Hollerithstrasse 1 81829 München Schlüsselworte Datawarehousing, Business Intelligence, Insurance, Regulatory
More informationBuilding a Winning Business Case for HCM SaaS
Building a Winning Business Case for HCM SaaS Mark Bray, Principal Consultant ISG WHITE PAPER 2016 Information Services Group, Inc. All Rights Reserved INTRODUCTION The number of enterprises that experience
More informationClick to edit Master title style. Implementing Best Practices in Transportation Procurement
Click to edit Master title style Implementing Best Practices in Transportation Procurement JMC Steel Group and Chainalytics SCOPE Spring April 23, 2012 Click to Agenda edit Master title style Introduction
More informationEnabling Dynamic Enterprise Catalogs to Improve Customer Experience By Chun-Ling Woon and R. Kripa Kripanandan
www.pipelinepub.com Volume 5, Issue 11 Enabling Dynamic Enterprise Catalogs to Improve Customer Experience By Chun-Ling Woon and R. Kripa Kripanandan The Current Service Provider Dilemma Next generation
More informationHow to Grow SaaS Revenue, Profits and Market Share with Use-Appropriate Software Licensing and Pricing A SaaS Business Models White Paper
WHITE PAPER How to Grow SaaS Revenue, Profits and Market Share with Use-Appropriate Software Licensing and Pricing A SaaS Business Models White Paper How to Grow SaaS Revenue, Profits and Market Share
More informationWAREHOUSE EXECUTION SYSTEMS BUYERS GUIDE
WAREHOUSE EXECUTION SYSTEMS BUYERS GUIDE BY: DAVE WILLIAMS Director of Software and Solution Delivery Westfalia Technologies, Inc. www.westfaliausa.com 717.764.1115 It s time to branch out Warehouse inefficiencies
More informationChapter 4 Strategic Sourcing for Successful Supply Chain Management
Chapter 4 Strategic Sourcing for Successful Supply Chain Management TRUE/FALSE 1. Retail items, which would likely be found at a store like Target or Wal-Mart, like lamps, blankets, microwave ovens, and
More informationRamesh Kumar, CPIM Page 1 of 7 ES-Infosys
Ramesh Kumar, CPIM Page 1 of 7 ES-Infosys 1. Need for Optimization Companies world-over, cutting across industries, have made lot of investments in Information Technology (IT) over a period of time, especially
More informationINTRODUCTION TO MODERN RANDOMIZATION AND TRIAL SUPPLY MANAGEMENT SERVICES
WHITE PAPER INTRODUCTION TO MODERN RANDOMIZATION AND TRIAL SUPPLY MANAGEMENT SERVICES Randomization is fundamental to clinical trials it enables treatment group balance, eliminates selection bias and limits
More informationEnabling Digital Transformation using Smart Process Automation
Enabling Digital Transformation using Smart Process Automation Webinar on Top of Mind Topics May 23, 2017 John Petronzi Enabling Digital Transformation using Smart Process Automation Introduction John
More informationTransportation Optimization: Is This the Next Step?
Transportation Optimization: Is This the Next Step? By Irista, An HK Systems Company Cost reduction through effective transportation management remains a high priority for most organizations. The challenges
More informationBUILDING A STRATEGIC PRICING ORGANIZATION
BUILDING A STRATEGIC PRICING ORGANIZATION By Richard Hutchinson, Sudipto Banerjee, Amadeus Petzke, and John Pineda Companies the world over are keenly aware that pricing can become a critical weapon in
More informationGE Digital Executive Brief. Enhance your ability to produce the right goods in time to satisfy customer demand
Enhance your ability to produce the right goods in time to satisfy customer demand Traditionally, successful production has relied heavily on skilled personnel. Experienced employees installed equipment
More informationPlanning Optimized. Building a Sustainable Competitive Advantage WHITE PAPER
Planning Optimized Building a Sustainable Competitive Advantage WHITE PAPER Planning Optimized Building a Sustainable Competitive Advantage Executive Summary Achieving an optimal planning state is a journey
More informationPredictive. Prescriptive. Profitable Retailing.
Predictive. Prescriptive. Profitable Retailing. Today s shoppers have infinite purchasing options. What they want is a compelling, inspiring experience as they:... Price check, compare products, and shop
More informationIntegrated Business Planning. Key insights and your way to start
Integrated Business Planning Key insights and your way to start Market leading companies use innovative cloud-based, real-time planning solutions to outrace competitors Companies today face the tremendous
More informationDue Diligence to Exit
Due Diligence to Exit Finding and Mining Value Hidden in Operations September, 2012 The Competition is Fierce. Change the Rules. Company Overview The ProAction Group serves private equity firms who invest
More informationYour Customers Deserve a Better IVR
Your Customers Deserve a Better IVR March 2017 Sponsored By: Table of Contents Introduction... 1 The Financial Justification for Investing in Your IVR... 1 IVR Investment Guidelines... 4 Building a Continuous
More informationAugust 9, Presented to: MYCO.COM Inc. 100 Main Streett (USA)
BUY or BUILD? Should I buy or build my online pay media solution? ASP / SAS white paper Researched, written and presented by Gordon Gus Presented to: FOO.COM Panel Candidacy August 9, 2004 Researched and
More informationEnterprise Transformation Methodology Strategic Roadmap Development
Enterprise Transformation Methodology Strategic Roadmap Development White Paper Contents Think Big, Start Small, Deliver Quickly... 3 Transformation Roadmap... 3 Fundamental Business Drivers... 4 Enterprise
More informationSupply Management Three-Year Strategic Plan
Supply Management Three-Year Strategic Plan 2010-2012 Message From the Vice President, Supply Management I am pleased to present our new three-year strategic plan for fiscal years 2010 2012. The plan
More informationAgility to Compete. Manage Costs to Fuel Growth and Make it Sustainable
Agility to Compete Manage Costs to Fuel Growth and Make it Sustainable Growth is on the agenda for businesses across sectors even as market volatility remains at an all-time high. CEOs, CFOs and COOs recognize
More informationDirector of Enterprise Information Management BENEFITS CASE STUDY GLOBAL COMMUNICATIONS LEADER DATA QUALITY PROGRAM CUSTOMER PROFILE.
CUSTOMER PROFILE Industry: Employees: > 50,000 Revenue: Strategy: High Technology/ Telecommunications > US$29 Billion Create a corporatewide standard for managing data quality, including information management
More informationTHE PROMISE SERVICE IT S HERE AND NOW
THE PROMISE OF AS-A- SERVICE IT S HERE AND NOW THE PROMISE OF AS-A-SERVICE: IT S HERE AND NOW In 2015, when Accenture and HfS surveyed executives about the maturity of an as-a-service delivery model for
More informationAn Oracle White Paper May A Strategy for Governing IT Projects, Programs and Portfolios Throughout the Enterprise
An Oracle White Paper May 2010 A Strategy for Governing IT Projects, Programs and Portfolios Throughout the Enterprise EXECUTIVE OVERVIEW CIOs are constantly being asked to service the gap between where
More informationCHAPTER 4 PRODUCT DEVELOPMENT LIFE CYCLE
CHAPTER 4 PRODUCT DEVELOPMENT LIFE CYCLE 1 Learning Objectives Review the Systems Development Life Cycle (SDLC). Examine the problems and alternatives with SDLC. Know the key issues in ERP implementation
More informationQUICK FACTS. Delivering a Managed Services Solution to Satisfy Exponential Business Growth TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES
[ Financial Services, Application Management Outsourcing ] TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES Client Profile Industry: Financial Services Revenue: Approximately $30 billion annually (parent
More informationGLOBALIZATION IN MANUFACTURING INDUSTRIES
GLOBALIZATION IN MANUFACTURING INDUSTRIES ISSUE 2 GLOBALIZING THE MANUFACTURING FOOTPRINT Globalization of the manufacturing footprint has been an imperative for manufacturing firms for a long time. However,
More informationThe Value of Integrated Legal, Tax, Accounting and Business Advisory Services
The Value of Integrated Legal, Tax, Accounting and Business Advisory Services By Janathan L. Allen PUBLICATION VOLUME 4.0 TAX LEGAL ADVISORY ACCOUNTING Competing and Succeeding in Today s Fast Paced and
More information2Q17 analysis KPMG.com
Global IT-BPO outsourcing deals analysis 2Q17 analysis KPMG.com About global IT-BPO outsourcing deals analysis KPMG s Shared Services and Outsourcing Advisory (SSOA) practice publishes a quarterly analysis
More informationSAP at Accenture. The Journey of Running Accenture on a Single Global Instance
SAP at Accenture The Journey of Running Accenture on a Single Global Instance 2 Transitioning from a private partnership to a global public company gave Accenture the opportunity to create an ERP strategy
More informationChange Management and Adoption for Cloud ERP Prepared by Michael Krigsman February 2012
Change Management and Adoption for Cloud ERP Prepared by Michael Krigsman February 2012 NetSuite sponsored this independent white paper; Asuret does not endorse any vendor s product or service. Cloud computing
More informationUniversal Office Copiers & Printers: Worldwide Market Opportunities and Product Requirements
Universal Office Copiers & Printers: Worldwide Market Opportunities and Product Requirements Each new generation of office output technology has the potential to change the structure of the industry. Advances
More informationPackaging Artwork: An Important Value Chain Process
Packaging Artwork: An Important Value Chain Process Insights on How to Streamline Packaging Artwork Approval Processes within Consumer Products 9/20/2012 By Lora Cecere Founder and CEO Supply Chain Insights
More informationTitle: HP OpenView Configuration Management Overview Session #: 87 Speaker: Loic Avenel Company: HP
Title: HP OpenView Configuration Management Overview Session #: 87 Speaker: Loic Avenel Company: HP What we will cover in this session What is the HP OpenView configuration management solution for enterprises?
More informationNeed a Security Workforce Management Platform?
Need a Security Workforce Management Platform? A guide to understanding the true costs of in-house software development vs. an outsourced platform Need a Security Workforce Management Platform? 1 If you
More information7 TIPS TO SUPER-CHARGE CORNERSTONE
7 TIPS TO SUPER-CHARGE CORNERSTONE You have great talent. You have a great platform. How can you go even further? GOALS DEVELOPMENT PLANNING TRAINING CREATIVITY VISION LEARNING www.tribridge.com/hcm hcm@tribridge.com
More informationBuild a Recession-proof Practice. 5 key ways to help you strengthen your practice now for greater efficiency and profitability. seic.
Build a Recession-proof Practice 5 key ways to help you strengthen your practice now for greater efficiency and profitability seic.com/advisors There s no doubt about it. Since the financial crisis of
More informationADP Vantage HCM Transforming the way business gets done
SOLUTIONS OVERVIEW ADP Vantage HCM Transforming the way business gets done HR. Payroll. Benefits. HCM Turning hurdles into opportunities Global growth. An increasingly mobile and multigenerational workforce.
More informationIMPROVING ACCURACY IN YOUR SUPPLY CHAIN
REAL WORLD SCENARIOS Volume 2 Cases 4-6 IMPROVING ACCURACY IN YOUR SUPPLY CHAIN DOING WHAT MATTERS CONNECTED INFORMATION AND MANAGEMENT INFRASTRUCTURE CUSTOMER RESPONSIVENESS CREATING A SUSTAINED RHYTHM
More informationAccenture Profit Recovery and Analytics
Business Process Outsourcing Accenture Profit Recovery and Analytics Delivering High Performance through Profit Recovery Accenture: Delivering high performance through profit recovery Are you leaving money
More informationSupplier Relationship Management Study: Summary of Findings
Supplier Relationship Management Study: Summary of Findings Copyright 2016 by Vantage Partners, llc. All rights reserved. Supplier Relationship Management Study: Summary of Findings By Ashley Hatcher and
More informationCAN YOU TAKE THE PAIN OUT OF SYSTEM UPGRADES? //1 THE TRUE COST OF ERP SYSTEM UPGRADES. Power Your People
CAN YOU TAKE THE PAIN OUT OF SYSTEM UPGRADES? //1 THE TRUE COST OF ERP SYSTEM UPGRADES Power Your People CAN YOU TAKE THE PAIN OUT OF SYSTEM UPGRADES? //2 Things to Consider Before Opting for a New ERP
More informationREASONS BUSINESS-TO-BUSINESS COMPANIES OUTSOURCE THEIR MARKETING
TOP10 REASONS BUSINESS-TO-BUSINESS COMPANIES OUTSOURCE THEIR MARKETING Outsourcing is one way B2B companies can get the marketing performance they need at a cost that is appropriate. While every company
More informationWhat CEO s Want 2017
What CEO s Want 2017 Today s Presenter: Jeoff Burris Principal, Advanced Purchasing Dynamics >30 years manufacturing purchasing experience Founded APD in 2004 Helps clients make their investment in purchasing
More informationStrategic Network Design. Production and logistics network optimization for sustainable value creation
Strategic Network Design Production and logistics network optimization for sustainable value creation North America Europe South America 2 Asia Middle East Africa Content Value of network design Australia
More informationWhat Is Strategic Sourcing?
December 2007 What Is Strategic Sourcing? By Tony Rawlinson, Partner, and Dr. David Howie, Senior Advisor TPI CONTENTS 2. Introduction 2. What is Strategic Sourcing? 3. Strategy and Operations 3. Turning
More informationEffective Pricing Using Profitability Insight: A Best Practice Guide
White Paper Effective Pricing Using Profitability Insight: A Best Practice Guide Torsten Weirich Chief Technical Officer, Acorn Systems March 2009 2009 Acorn Systems Introduction The benefits of an effective
More informationMarket Scan:Why Cross-Industry Innovation is Important in Building Supply Chains
WIPRO CONSULTING SERVICES Market Scan:Why Cross-Industry Innovation is Important in Building Supply Chains www.wipro.com/consulting As covered by Market Scan:Why Cross-Industry Innovation is Important
More information< < CLOSING THE COMPETITIVE OPPORTUNITY GAP DEVELOP YOUR STRATEGY OUR WORLDWIDE PRESENCE OPTIMIZE YOUR SYSTEMS SIMPLIFY YOUR ENVIRONMENT
CLOSING < < PAYMENTS INDUSTRY BY THE NUMBERS These statistics are indicative of a definitive shift that s taking place in the payments market: 1/3 of retail banking revenues will go to new non-bank players
More informationForeword. Introduction. Chapter 1 The Business Analytics Model...1
Contents Foreword Introduction ix xi What Does BA Mean? Information Systems Not Technical Solutions Purpose and Audience xvi Organization of Chapters xix Why the Term Business Analytics? xx xiv Chapter
More informationHOW ADVANCED INDUSTRIAL COMPANIES SHOULD APPROACH ARTIFICIAL-INTELLIGENCE STRATEGY
Wouter Baan, Joshua Chang, and Christopher Thomas HOW ADVANCED INDUSTRIAL COMPANIES SHOULD APPROACH ARTIFICIAL-INTELLIGENCE STRATEGY November 2017 Leaders need to determine what AI can do for their company
More informationCLASH OF THE TITANS An Independent Comparison of SAP, Oracle, Microsoft Dynamics and Infor
CLASH OF THE TITANS 2017 An Independent Comparison of SAP, Oracle, Microsoft Dynamics and Infor Introduction Panorama Consulting Solutions, an independent, vendor-neutral ERP consulting firm, developed
More informationCan demand planning unlock new profit potential for distributors?
Infor SCM Can demand planning unlock new profit potential for distributors? How better forecasting and inventory planning can improve the bottom line Table of contents Executive summary... 3 Distribution
More informationProcurement Transformation on the Fast Track: Doing More with Less
Procurement Transformation on the Fast Track: Doing More with Less February, 2010 ProcureAbility Presenters John Evans President and CEO ProcureAbility jevans@procureability.com 2 AN APPROACH UNHEARD OF
More informationMaximizing the value from technology investments Spending smart instead of just spending big
Maximizing the value from technology investments Spending smart instead of just spending big Contacts Chicago Michael Cooke Principal, PwC US +1-312-578-4639 mike.cooke @strategyand.us.pwc.com Los Angeles
More information6 Key Elements of Successful DRaaS
6 Key Elements of Successful DRaaS Business resiliency is no longer an option it s mandatory In today s world of around-the-clock operations, few companies can afford IT downtime, yet most can t afford
More informationEnterprise Modeling to Measure, Analyze, and Optimize Your Business Processes
SAP Solution in Detail SAP NetWeaver SAP Enterprise Modeling Applications by Software AG Enterprise Modeling to Measure, Analyze, and Optimize Your Business Processes Table of Contents 4 Quick Facts 5
More informationINSIDE EMPLOYEES MINDSTM
INSIDE EMPLOYEES MINDSTM : WHAT OIL AND GAS EMPLOYEES VALUE APRIL 2015 Current market conditions in the oil and gas industry are dangerously disruptive for certain companies and create opportunities for
More informationPlanning and design for smarter cities
IBM Software Government Planning and design for smarter cities 2 Planning and design for smarter cities Infusing intelligence into the way cities work The interconnected nature of people, resources and
More informationAgilent Laboratory Business Intelligence. Technical Note
Agilent Laboratory Business Intelligence Technical Note Preface Agilent Technologies, Inc. 2017 Revision January 2017 Document Warranty The material contained in this document is provided as is and is
More informationData management meets the C-suite
Q&A Data management meets the C-suite Why it matters and what to do about it Audit / Tax / Advisory / Risk / Performance Smart decisions. Lasting value. Data management meets the C-Suite: Why it matters
More informationBuyers Guide to ERP Business Management Software
Buyers Guide to ERP Business Management Software one 1. Introduction When you search for ERP or Enterprise Resource Planning on the web, the sheer amount of information that appears can be overwhelming
More informationThe client. The challenge. CASE STUDY: From Supply Chain Insights to Value
CASE STUDY: From Supply Chain Insights to Value The client The client is a North-American petrochemicals division of an oil and gas supermajor, a business with multi-billion-dollar annual revenues. It
More informationThe Project Confidence Book. Eight best practices for driving project confidence
The Project Confidence Book Eight best practices for driving project confidence With $57 trillion in spend expected by 2030, the capital project industries remain challenged to deliver projects on time
More informationCHAPTER 11: SUPPLY-CHAIN MANAGEMENT TRUE/FALSE
CHAPTER 11: SUPPLY-CHAIN MANAGEMENT TRUE/FALSE 1. Volkswagen's Rio de Janeiro plant is an excellent example of traditional supply chain management. 2. The key to effective supply chain management is to
More informationTHE VALUE OF STRATEGIC SOURCING FOR PROCUREMENT PROFESSIONALS
THE VALUE OF STRATEGIC SOURCING FOR PROCUREMENT PROFESSIONALS UNDERSTANDING STRATEGIC SOURCING Maximizing value while minimizing cost is a business imperative across every discipline within organizations.
More informationThe Top Three Reasons Supply Chain Transformations Fail
WIPRO CONSULTING SERVICES The Top Three Reasons Supply Chain Transformations Fail www.wipro.com/consulting As covered by The Top Three Reasons Supply Chain Transformations Fail By Ramanan Sambukumar &
More informationBusiness Transformation with Cloud ERP
Photo copyright 2012 Michael Krigsman. Business Transformation with Cloud ERP Prepared by Michael Krigsman February 2012 NetSuite sponsored this independent white paper; Asuret does not endorse any vendor
More information8 QUESTIONS YOU SHOULD ASK WHEN BUYING A CASH MANAGEMENT SOLUTION
8 QUESTIONS YOU SHOULD ASK WHEN BUYING A CASH MANAGEMENT SOLUTION See if your retail banking network is costing more than it should An NCR white paper Contents Keep cash flowing, customers happy and costs
More information