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Consulting Sales Deck Slides
Process Optimization
• Identify key areas for realizing cost
savings and improvements
• Estimate benefit potential and
implementation requirements
• Support decision making on
selecting the suitable way forward
decision
4 weeks
Cost Transformation
Cost Reduction
Diagnostic Assessment
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This document includes a set of slides on Process Optimization
Presentation Overview
This document includes a set of slides on Process Optimization. Note these
slides are not related to Lean Six Sigma or Operational Excellence. These
slides were originally developed to be included in sales decks for a
management consulting firm.
The top left title of each slide indicates the functional intent of each slide
(indicated by the off-slide red arrow).
Please use and modify to your needs. Some information may be out of date
and will need to be updated accordingly.
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Over the last 18 months, prices for both the industry and consumers have
risen dramatically—no decrease expected any time soon
Business Need & Value Proposition Slide
Source: Bureau of Labor Statistics, Producer Price Index-Commodities, not seasonally adjusted, Jan 07-Jun08
Electric power, 12%
Iron and steel, 51%
Rice, 64%
Corn, 90%
Wheat, 96%
Natural gas, 97%
Gasoline, 106.00%
Petroleum, 149%
Industrial chemicals, 36%
0% 20% 40% 60% 80% 100% 120% 140% 160% 180%
Changes in Producer Prices (Jan 07 – Jun 08)
= Direct impact on businesses
= Direct impact on consumers
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Besides these exploding prices, the present overall economic climate is
not looking favorable
Business Need & Value Proposition Slide
Macro Economic Issue Evidence
Consumers overtaken by
pessimism
• Inflation has risen to 15.9% for energy and 5.1%
for food
• Home prices are declining while unemployment
has increased to 5.5%
• Consumer confidence hits 16-year low
Economic outlook
indicates recession
• Real GDP growth slowing down:
• Negative GDP growth reported for Q4 2007
by BEA
• CEO confidence indices record low5
Weak US Dollar
• Dollar has weakened 16% against Euro and
11% against Yen during January 2007 – June
2008
Stock markets falling
• S&P 500 down 16% in June 2008 since October
2007 peak
• NASDAQ down 13% in June 2008 since
October 2007 peak
Implications
• Companies need to undertake specific
tactics to survive and win in the downturn
economy
• Increase of import prices
• Export opportunities becoming more
lucrative
• Investors expecting lower rates of return
across industries
• Companies challenged to meet investors’
expectations
• Consumers are losing purchasing power
and reducing spending
• New revenue streams are increasingly
difficult to acquire
Credit crunch resulting in
capital challenge
• Lending standards are getting tighter and
decreasing liquidity:
• Institutional loan issuance in Q2/08 down
61% from the previous year
• IPO activity in Q1/08 down 60% from the
previous quarter
• Higher cost of capital limits profitable
investment opportunities
• Capital shortage makes it harder to
finance CAPEX
In these circumstances outsourcing can create efficiencies and significant cost savings.
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Though pressure on corporate profitability is coming from many different
directions, costs are still the most directly controllable by any firm
Business Need & Value Proposition Slide
Profits
Cost challenge
Increasing material prices
Overhead costs
Capital .
challenge
High cost of capital
Availability of capital
Revenue
challenge
Declining or
stagnating
revenues
• Firms have direct control over their procurement and cost
structure
• Efficiency and effectiveness improvements through new
operating models provide sustainable mid-to-long term benefits
• Cost of debt and the availability of
capital are defined by the markets – a
firm has limited or no influence
• Strong balance sheet provides shelter,
but changes to the capital structure
are not carried out overnight
• In downturn economy,
capturing of new revenue
streams is challenging and
has risky payoff
• Requires increased SG&A
and/or R&D spending
The capital challenge during downturn is
largely beyond control of the firm
Possibility for strategic changes and
significantly impact the bottom line
Limited and risky possibilities for bottom-
line improvement
Firm’s span of control: Firm’s span of control:
Firm’s span of control:
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Business Need & Value Proposition Slide
Throughout the organization, there are opportunities to achieve cost
savings by improving various business processes
Procurement
Information Technology
Finance and Accounting
Human Resources
Operations
Marketing /
Sales
Logistics Service
Product Development
PrimaryactivitiesSupportactivities
• There opportunities for process
improvement across all the
primary and support activities:
– Impact mainly Selling,
General & Administrative
costs (SG&A) and Cost of
Goods Sold (COGS)
• Operational and transactional
in nature
Value Chain
Process Improvement
Opportunities
Specific cost management opportunities have been defined and categorized by the Value
Chain framework in the following slides.
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Optimum finance and accounting costs structure can be attained with
operational excellence and right process sourcing strategies
Finance and Accounting Example
• Global sourcing strategies (SSC, outsourcing,
off-shore locations) to achieve optimum cost
structure in service delivery:
– Over 90% of world class finance
organizations use shared services for AP,
T&E, Credit and Technology Portfolio1
Global process sourcing
Operational efficiency
• Process streamlining and harmonization:
– Often supported by service consolidation
and continuous improvement
• Simplification of the infrastructure:
– Fewer bank accounts, legal entities,
business reports
Best performing
companies have 51%
lower overall finance
costs than median
companies1
IT support
• Imaging and workflow management,
electronic transaction handling, decision
support and decision automation, self service
• Streamlining systems and information flow:
– Especially for global companies with many
local operations and systems
Management insight
through cost management
systems
• Cost measurement with reliable and up-to-
date cost info and insight
• Cost management through informed decision
making:
– Product mix and pricing, CRM, supplier
selection, product design, cost reduction
initiatives, make or buy decisionsSource: (1) The Hackett Group, 2008
Potential
More focus on value
adding business
analytics and risk
management
Business Need & Value Proposition Slide – Finance and Accounting
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HR
The HR function provides cost management opportunities with process
optimization and HR service portfolio alignment
Process & organization
optimization
• Outsourcing and/or Shared Services help to
provide low cost transactional services
• Standardized processes decrease cycle times
and HR headcount need
• Low complexity organization reduces
coordination effort and costs
• Improved recruiting process (shorten cycle,
“choose better”) saves attrition related costs
HR Shared Services
with automated
processes present
over 20% cost
reductions potential¹
HR services portfolio re-
alignment
• Prioritization of HR service portfolio allows to
focus budget on services that are key to
business success
• Workforce analytics to identify ‘must have’,
‘should have’ and ‘nice to have’ HR services
Source: (1) The Hackett Group, 2007 – based on survey of 125 companies
Example
Automation of
transactional processes
(eHR)
• eHR services enable self-service and
minimize HR workload
• Common infrastructure as a platform for
coherent processes, applications,
environment and data development
Potential
Business Need & Value Proposition Slide – Human Resources
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Our experience tells there is 10-30% opportunity for IT cost reduction
without compromising IT efficiency, effectiveness or IT agility
IT Example
• Streamlining the IT organization
• Headcount reductions where reasonable
IT Governance &
Organization
IT Project Portfolio
Management
10-20% Personnel
and transaction costs
IT Operations & Services
IT Performance
Management
IT Infrastructure and
Architecture
IT Sourcing & Partner
Management
• Lower IT budget through stronger focus on
value-adding projects
• IT project portfolio management to prioritize,
align and control projects
• Assessment of the IT service portfolio and
making “Make or Buy” decisions
• Downsize support organization through
service harmonization
• Reduction of fixed assets by using sell and
lease back options, analysis of IT value and
cost drivers, SLA-based controlling
• Raise standardization level of applications,
infrastructure and data landscape to improve
IT efficiency
• Improved bundling of procurement orders for
hardware, software and IT services
• Audit and re-negotiation of existing contracts
with suppliers and service providers
15-25% Personnel and
development costs
15-35% Personnel
and operating costs
10-20%
various costs
10-20% Operating
and maintenance
costs
5-15% HW, SW and
operating costs
Potential
Business Need & Value Proposition Slide – IT
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Procurement
Sourcing and Procurement Programs are among the top 5 programs for
achieving major savings and improving the organization cost structure
• Review and modify procurement channels to
reduce operating costs
• Manage product and service demand through
effective procurement approval processes
• Reduce time required in procure – to – pay
process cycle
Procure-to-pay processes
Strategic sourcing
• Extend strategic sourcing to complex indirect
sourcing categories / increase spend under
management control
• Review existing contracts to identify cost
savings opportunities
• Restructure supply base to take advantage of
exchange rates
• Improve Source-to-Contract processes
Reduced spending by
5% - 25%
Compliance
• Reduce contract leakage and maverick
purchasing
• Compliance and exception reporting process -
providing insight to "on" vs. "off" contract
purchases
• Define preferred suppliers for top spend
categories
Supply Chain Risk
Management
• Review and optimize supply chain costs
(supply chain cost analysis)
• Define supplier risk exposure and develop risk
management strategy
Reduced cost by
5% - 10%
Reduced cost by
3% - 8%
Reduced cost by
5% - 20%
Example Potential
Business Need & Value Proposition Slide – Procurement
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R&D is among the first areas to experience retrenchment during downturn,
however, there are also opportunities to improve R&D efficiency
Product Development Example
• Portfolio level decision making at control
gates to optimize R&D pipeline value, risk
level and resource use:
– Customer insight, technology insight and
business case driven process
• Integrated decision making with lifecycle
updates and refreshments
Portfolio management
Operational efficiency
• Gate approval model to justify investment
decision for the next phase:
– Separating innovation and conceptualizing,
detailed product definition, product
creation, and technology development
• Shortening of development cycles and time to
market
Reduced time-to-
market, increased
R&D resource
efficiency and
effectiveness.
Technology leverage
• Product Lifecycle Management, Product Data
Management, Electronic data capture
• End-to-end product architecture and
information management
Modularity and common
platforms
• Reducing redundancy and accelerating
development with modular product design and
use of common platforms
• Supported by product architecture
management and information transparency
Potential
Business Need & Value Proposition Slide – Product Development
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Logistics & Fulfillment
On average, logistics costs represent 9.7% of a company’s revenue,
making logistics an important area of focus for cost improvement1
Examples
• Holistically align costs and service levels of the
distribution network with commercial objectives
• Relocate sourcing and DC locations based on
“new economy” fuel price trends
• Select the right transportation mode, routing, and
carrier based on cost and service criteria
• Consolidate shipments and leverage backhaul and
continuous move opportunities
• Ensure the freight payment process audits for
correct accessorial and fuel surcharges; auto-pay
carriers to reduce payment approval overhead
• Institute a core carrier program to optimize
transportation spend by carrier by lane
• Scorecard vendors and carriers to drive
compliance with both routing guides and delivery
performance metrics
• Improve the efficiency of receiving, put-away,
order selection, and other labor-intensive
warehouse activities
• Ensure optimized warehouse product slotting for
space and labor efficiency
• Replace costly safety stock inventory with
information about in-transit inventory
• Leverage the capabilities, assets, and lower cost
profile of third-party logistics providers
Distribution Network
Optimization
Reduce total logistics
costs by
10% - 18%
Transportation
Management
Warehouse Management
Logistics
Outsourcing
Reduce
transportation costs
by 7% - 20%
Reduce variable
warehouse costs by
10% - 25%
Reduce inventory by
5% - 15%
Supply Chain Event
Management
Source: (1) 2007 Logistics Cost and Service survey for CSCMP published by Establish, Inc. / Herbert W. David & Co
Potential
Business Need & Value Proposition Slide – Logistics
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In addition to marketing budget and headcount cuts, there are other
opportunities for better managing your marketing and sales spending
Sales & Marketing Example
• Target, up-sell and cross-sell to High Value
Customers (HVC)
• Exit unprofitable customers
• Service level differentiation
Customer segmentation
and value planning
Optimized spend and
focus, decreased
service costs, helps
build loyalty
Loyalty and customer
satisfaction programs
• Retention programs for HVC, increase
perceived switching costs
• Surveys and other tools build perception of
value
Channel consolidation
and rationalization
• Sales, Service and Fulfillment channel
process optimization
• Vendor consolidation/rationalization
• Training (decrease time to resolution)
• Online tool development (decreases live
channel interactions)
Improve sales force
effectiveness
• Improve personalized sales efforts, sales
automation, improve tendering process,
reduce customer specific customization
• Transfer sales to on-line channel, sales
agents, external value chain partners
Increased customer
loyalty, decreased
new customer
acquisition costs
Self service methods
and live channel
streamlining reduce
sales costs
Improved sales force
efficiency, decreased
direct sales costs
Potential
Business Need & Value Proposition Slide – Sales & Marketing
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Business Need & Value Proposition Slide
Process Optimization assessments will focus on the process itself, those
performing the process, as well as enabling technologies
People
Process
Employee productivity causes lag
A reduction in
Productivity
Results in
Increased
Overhead,
Inefficiency, and
Wasted Resources
Process itself causes lag in productivity
Technology System does not support high level of productivity
We can help the client target and determine the best level of prioritization of initiatives that
will reduce costs.
2
3
1
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Business Need & Value Proposition Slide
Process Optimization assessments across people and process has
become a basic focus cost reduction
Process Optimization:
Measures the cost and financial performance of
activities, resources, and cost objects
Assigns resources to activities and activities to cost
objects based on their use, and recognizes the casual
relationships of cost drivers to activities
How much
do we
spend?
What
do we
do?
For which
products do
we do it?
Cost
Center 1
Total Bank
Expenses
Product
A
Product
B
Product
C
Activities
Product
D
Product
E
Cost
Center 2
Cost
Center 3
Cost
Center 4
Cost
Center 5
Activities ActivitiesActivities Activities
Book costs to
appropriate
cost centers
Drive cost
center costs
to activity
based
process
cost pools
Drive pool
costs to
objects
Activity-Based Costing indicates the Costs
of Activities and Objects
Activity-BasedCostingindicatesthe
Costsof ActivitiesandObjects
Activities
Resources
Cost Objects
What is usedtodo
work
Towhat, orfor
whomis workdone
(What work) is done Activities
Cost
Drivers
Performance
Measures
Why? What? HowWell?
Why
is workdoneor
what impacts an
activity’scost,
time, or quality
(What work)
is done Howwell
isworkdone
ActivityBasedManagement
focusesonunderstanding
WHYandHOWWELL
ABC ABM
Cost Inputs Process Costs Cost Objects Reporting
Raw Material
Costs
Manufacturing
Costs
Packaging/
Distribution
Costs
Direct Business
Center/
Marketing
Costs
R&D Costs
Corporate
Charges
Customer
Related
Activities
Package /
Distribution
Activities
Product
Related
Activities
Manufacturing
Activities
Support
Activities
New Product
Development
Activities
Manufacturing
Packaging/
Distribution
Product Groups
Product Profitability
Customer Profitability
Process Costs
Product 1
Product 2
Product 3
Product 4
Customer 1
Customer 2
Customer 3
Sales & Mktg.
R&D
Pkg/Dist
Mfg
Customer Groups
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Industry Benchmarks
Cost reductions upwards of 50% can be achieved through various process
optimization initiatives throughout the organization
Activity Function
Potential
Reduction in Cost
Finance Overall 51%
HR Overall 20%
IT Governance & Organization 10-20%
Project Portfolio Management 15-25%
Operations and Services 15-35%
Performance Management 10-20%
Infrastructure and Architecture 10-20%
Sourcing and Partner Management 10-20%
Procurement Strategic Sourcing 5-25%
Procure-to-Pay 5-10%
Compliance 3-8%
Supply Chain Risk Management 5-20%
Logistics and
Fulfillment
Transportation 7-20%
Warehouse 10-25%
Inventory 5-15%
Highest
potential
function – quick
hit process
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An initial diagnostic assessment shows the key areas to realize cost
savings and how to best leverage these going forward
Approach
• Identify key areas for realizing cost
savings and improvements
• Estimate benefit potential and
implementation requirements
• Support decision making on
selecting the suitable way forward
decision
4 weeks
Cost Transformation
Cost Reduction Fast cost
savings
Fundamental
change
Diagnostic Assessment
Identified areas for
improvement and
cost savings
Objectives:
Outcome:
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While cost reduction focuses on quickly generating savings, cost trans-
formation centers around fundamental change for longer-term success
Concept and
design
Time-boxed
results delivery
Concept and
design
Transformation
planning
Time-boxed
results delivery
Defined
alternatives and
opportunities
Transformation
planned
Delivered
solutions and
results
Design and plan
for realizing the
savings
Savings realized
Approx. 6 weeks From 1 to 3 months
Approx. 10 weeks Approx. 4 weeks
Up to 1-3 years,
adaptable time boxes
of 3-6 months
Approach
• Realizes cost savings with rapid
restructuring and implementation:
– Delivers short-to-medium term benefits
• Top-down opportunity and solution
identification:
– Financial analysis, benchmarking,
leading practices
• Changes company’s cost structure and
transforms the way business is run:
– Emphasize on efficiency and
effectiveness improvements
– Delivers medium-to-long term benefits
• Bottom-up opportunity and solution
identification:
– Workshops, interviews supported by
financial analysis
Cost Reduction
Cost Transformation
FAST COST SAVINGS
FUNDAMENTAL CHANGE
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The deal concept phase can be broken into 5 key stages
Approach
Week 0 Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9
Final blueprint design
and implementation
planning
Set Up, Hypothesis
Generation and Focus
Hypotheses-led Analysis
and Diagnostics
Blueprint Option
Development
Business Case
Development/
Prioritisation
Integrated Way
Forward Design
Top down financial
analysis
To-Be Model DevelopmentJoint team
onboardin
g
Hypothesis
generation
Selected
focus
interview
Focused analysis and
diagnosticsSales and customer management
Operations
Organisation and support services
Information management and systems
Opportunity
quantification,
validation and
prioritisation
Review of Existing Initiatives
Regular meetings with the Executive
Steering Committee
1 2 3 4 5
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Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that
companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to
become a comprehensive knowledge base
of business documents. All organizations,
from startups to large enterprises, can use
Flevy— whether it's to jumpstart projects, to
find reference or comparison materials, or
just to learn.
Contact Us
Please contact us with any questions you may have
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Process Optimization Sales Deck

  • 1. This is an exclusive document to the FlevyPro community - http://flevy.com/pro Consulting Sales Deck Slides Process Optimization • Identify key areas for realizing cost savings and improvements • Estimate benefit potential and implementation requirements • Support decision making on selecting the suitable way forward decision 4 weeks Cost Transformation Cost Reduction Diagnostic Assessment
  • 2. 2This document is an exclusive document available to FlevyPro members - http://flevy.com/pro This document includes a set of slides on Process Optimization Presentation Overview This document includes a set of slides on Process Optimization. Note these slides are not related to Lean Six Sigma or Operational Excellence. These slides were originally developed to be included in sales decks for a management consulting firm. The top left title of each slide indicates the functional intent of each slide (indicated by the off-slide red arrow). Please use and modify to your needs. Some information may be out of date and will need to be updated accordingly. The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 3. 3This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Over the last 18 months, prices for both the industry and consumers have risen dramatically—no decrease expected any time soon Business Need & Value Proposition Slide Source: Bureau of Labor Statistics, Producer Price Index-Commodities, not seasonally adjusted, Jan 07-Jun08 Electric power, 12% Iron and steel, 51% Rice, 64% Corn, 90% Wheat, 96% Natural gas, 97% Gasoline, 106.00% Petroleum, 149% Industrial chemicals, 36% 0% 20% 40% 60% 80% 100% 120% 140% 160% 180% Changes in Producer Prices (Jan 07 – Jun 08) = Direct impact on businesses = Direct impact on consumers The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 4. 4This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Besides these exploding prices, the present overall economic climate is not looking favorable Business Need & Value Proposition Slide Macro Economic Issue Evidence Consumers overtaken by pessimism • Inflation has risen to 15.9% for energy and 5.1% for food • Home prices are declining while unemployment has increased to 5.5% • Consumer confidence hits 16-year low Economic outlook indicates recession • Real GDP growth slowing down: • Negative GDP growth reported for Q4 2007 by BEA • CEO confidence indices record low5 Weak US Dollar • Dollar has weakened 16% against Euro and 11% against Yen during January 2007 – June 2008 Stock markets falling • S&P 500 down 16% in June 2008 since October 2007 peak • NASDAQ down 13% in June 2008 since October 2007 peak Implications • Companies need to undertake specific tactics to survive and win in the downturn economy • Increase of import prices • Export opportunities becoming more lucrative • Investors expecting lower rates of return across industries • Companies challenged to meet investors’ expectations • Consumers are losing purchasing power and reducing spending • New revenue streams are increasingly difficult to acquire Credit crunch resulting in capital challenge • Lending standards are getting tighter and decreasing liquidity: • Institutional loan issuance in Q2/08 down 61% from the previous year • IPO activity in Q1/08 down 60% from the previous quarter • Higher cost of capital limits profitable investment opportunities • Capital shortage makes it harder to finance CAPEX In these circumstances outsourcing can create efficiencies and significant cost savings. The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 5. 5This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Though pressure on corporate profitability is coming from many different directions, costs are still the most directly controllable by any firm Business Need & Value Proposition Slide Profits Cost challenge Increasing material prices Overhead costs Capital . challenge High cost of capital Availability of capital Revenue challenge Declining or stagnating revenues • Firms have direct control over their procurement and cost structure • Efficiency and effectiveness improvements through new operating models provide sustainable mid-to-long term benefits • Cost of debt and the availability of capital are defined by the markets – a firm has limited or no influence • Strong balance sheet provides shelter, but changes to the capital structure are not carried out overnight • In downturn economy, capturing of new revenue streams is challenging and has risky payoff • Requires increased SG&A and/or R&D spending The capital challenge during downturn is largely beyond control of the firm Possibility for strategic changes and significantly impact the bottom line Limited and risky possibilities for bottom- line improvement Firm’s span of control: Firm’s span of control: Firm’s span of control: The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 6. 6This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Business Need & Value Proposition Slide Throughout the organization, there are opportunities to achieve cost savings by improving various business processes Procurement Information Technology Finance and Accounting Human Resources Operations Marketing / Sales Logistics Service Product Development PrimaryactivitiesSupportactivities • There opportunities for process improvement across all the primary and support activities: – Impact mainly Selling, General & Administrative costs (SG&A) and Cost of Goods Sold (COGS) • Operational and transactional in nature Value Chain Process Improvement Opportunities Specific cost management opportunities have been defined and categorized by the Value Chain framework in the following slides. The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 7. 7This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Optimum finance and accounting costs structure can be attained with operational excellence and right process sourcing strategies Finance and Accounting Example • Global sourcing strategies (SSC, outsourcing, off-shore locations) to achieve optimum cost structure in service delivery: – Over 90% of world class finance organizations use shared services for AP, T&E, Credit and Technology Portfolio1 Global process sourcing Operational efficiency • Process streamlining and harmonization: – Often supported by service consolidation and continuous improvement • Simplification of the infrastructure: – Fewer bank accounts, legal entities, business reports Best performing companies have 51% lower overall finance costs than median companies1 IT support • Imaging and workflow management, electronic transaction handling, decision support and decision automation, self service • Streamlining systems and information flow: – Especially for global companies with many local operations and systems Management insight through cost management systems • Cost measurement with reliable and up-to- date cost info and insight • Cost management through informed decision making: – Product mix and pricing, CRM, supplier selection, product design, cost reduction initiatives, make or buy decisionsSource: (1) The Hackett Group, 2008 Potential More focus on value adding business analytics and risk management Business Need & Value Proposition Slide – Finance and Accounting The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 8. 8This document is an exclusive document available to FlevyPro members - http://flevy.com/pro HR The HR function provides cost management opportunities with process optimization and HR service portfolio alignment Process & organization optimization • Outsourcing and/or Shared Services help to provide low cost transactional services • Standardized processes decrease cycle times and HR headcount need • Low complexity organization reduces coordination effort and costs • Improved recruiting process (shorten cycle, “choose better”) saves attrition related costs HR Shared Services with automated processes present over 20% cost reductions potential¹ HR services portfolio re- alignment • Prioritization of HR service portfolio allows to focus budget on services that are key to business success • Workforce analytics to identify ‘must have’, ‘should have’ and ‘nice to have’ HR services Source: (1) The Hackett Group, 2007 – based on survey of 125 companies Example Automation of transactional processes (eHR) • eHR services enable self-service and minimize HR workload • Common infrastructure as a platform for coherent processes, applications, environment and data development Potential Business Need & Value Proposition Slide – Human Resources The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 9. 9This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Our experience tells there is 10-30% opportunity for IT cost reduction without compromising IT efficiency, effectiveness or IT agility IT Example • Streamlining the IT organization • Headcount reductions where reasonable IT Governance & Organization IT Project Portfolio Management 10-20% Personnel and transaction costs IT Operations & Services IT Performance Management IT Infrastructure and Architecture IT Sourcing & Partner Management • Lower IT budget through stronger focus on value-adding projects • IT project portfolio management to prioritize, align and control projects • Assessment of the IT service portfolio and making “Make or Buy” decisions • Downsize support organization through service harmonization • Reduction of fixed assets by using sell and lease back options, analysis of IT value and cost drivers, SLA-based controlling • Raise standardization level of applications, infrastructure and data landscape to improve IT efficiency • Improved bundling of procurement orders for hardware, software and IT services • Audit and re-negotiation of existing contracts with suppliers and service providers 15-25% Personnel and development costs 15-35% Personnel and operating costs 10-20% various costs 10-20% Operating and maintenance costs 5-15% HW, SW and operating costs Potential Business Need & Value Proposition Slide – IT The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 10. 10This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Procurement Sourcing and Procurement Programs are among the top 5 programs for achieving major savings and improving the organization cost structure • Review and modify procurement channels to reduce operating costs • Manage product and service demand through effective procurement approval processes • Reduce time required in procure – to – pay process cycle Procure-to-pay processes Strategic sourcing • Extend strategic sourcing to complex indirect sourcing categories / increase spend under management control • Review existing contracts to identify cost savings opportunities • Restructure supply base to take advantage of exchange rates • Improve Source-to-Contract processes Reduced spending by 5% - 25% Compliance • Reduce contract leakage and maverick purchasing • Compliance and exception reporting process - providing insight to "on" vs. "off" contract purchases • Define preferred suppliers for top spend categories Supply Chain Risk Management • Review and optimize supply chain costs (supply chain cost analysis) • Define supplier risk exposure and develop risk management strategy Reduced cost by 5% - 10% Reduced cost by 3% - 8% Reduced cost by 5% - 20% Example Potential Business Need & Value Proposition Slide – Procurement The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 11. 11This document is an exclusive document available to FlevyPro members - http://flevy.com/pro R&D is among the first areas to experience retrenchment during downturn, however, there are also opportunities to improve R&D efficiency Product Development Example • Portfolio level decision making at control gates to optimize R&D pipeline value, risk level and resource use: – Customer insight, technology insight and business case driven process • Integrated decision making with lifecycle updates and refreshments Portfolio management Operational efficiency • Gate approval model to justify investment decision for the next phase: – Separating innovation and conceptualizing, detailed product definition, product creation, and technology development • Shortening of development cycles and time to market Reduced time-to- market, increased R&D resource efficiency and effectiveness. Technology leverage • Product Lifecycle Management, Product Data Management, Electronic data capture • End-to-end product architecture and information management Modularity and common platforms • Reducing redundancy and accelerating development with modular product design and use of common platforms • Supported by product architecture management and information transparency Potential Business Need & Value Proposition Slide – Product Development The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 12. 12This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Logistics & Fulfillment On average, logistics costs represent 9.7% of a company’s revenue, making logistics an important area of focus for cost improvement1 Examples • Holistically align costs and service levels of the distribution network with commercial objectives • Relocate sourcing and DC locations based on “new economy” fuel price trends • Select the right transportation mode, routing, and carrier based on cost and service criteria • Consolidate shipments and leverage backhaul and continuous move opportunities • Ensure the freight payment process audits for correct accessorial and fuel surcharges; auto-pay carriers to reduce payment approval overhead • Institute a core carrier program to optimize transportation spend by carrier by lane • Scorecard vendors and carriers to drive compliance with both routing guides and delivery performance metrics • Improve the efficiency of receiving, put-away, order selection, and other labor-intensive warehouse activities • Ensure optimized warehouse product slotting for space and labor efficiency • Replace costly safety stock inventory with information about in-transit inventory • Leverage the capabilities, assets, and lower cost profile of third-party logistics providers Distribution Network Optimization Reduce total logistics costs by 10% - 18% Transportation Management Warehouse Management Logistics Outsourcing Reduce transportation costs by 7% - 20% Reduce variable warehouse costs by 10% - 25% Reduce inventory by 5% - 15% Supply Chain Event Management Source: (1) 2007 Logistics Cost and Service survey for CSCMP published by Establish, Inc. / Herbert W. David & Co Potential Business Need & Value Proposition Slide – Logistics The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 13. 13This document is an exclusive document available to FlevyPro members - http://flevy.com/pro In addition to marketing budget and headcount cuts, there are other opportunities for better managing your marketing and sales spending Sales & Marketing Example • Target, up-sell and cross-sell to High Value Customers (HVC) • Exit unprofitable customers • Service level differentiation Customer segmentation and value planning Optimized spend and focus, decreased service costs, helps build loyalty Loyalty and customer satisfaction programs • Retention programs for HVC, increase perceived switching costs • Surveys and other tools build perception of value Channel consolidation and rationalization • Sales, Service and Fulfillment channel process optimization • Vendor consolidation/rationalization • Training (decrease time to resolution) • Online tool development (decreases live channel interactions) Improve sales force effectiveness • Improve personalized sales efforts, sales automation, improve tendering process, reduce customer specific customization • Transfer sales to on-line channel, sales agents, external value chain partners Increased customer loyalty, decreased new customer acquisition costs Self service methods and live channel streamlining reduce sales costs Improved sales force efficiency, decreased direct sales costs Potential Business Need & Value Proposition Slide – Sales & Marketing The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 14. 14This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 14 Business Need & Value Proposition Slide Process Optimization assessments will focus on the process itself, those performing the process, as well as enabling technologies People Process Employee productivity causes lag A reduction in Productivity Results in Increased Overhead, Inefficiency, and Wasted Resources Process itself causes lag in productivity Technology System does not support high level of productivity We can help the client target and determine the best level of prioritization of initiatives that will reduce costs. 2 3 1 The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 15. 15This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 15 Business Need & Value Proposition Slide Process Optimization assessments across people and process has become a basic focus cost reduction Process Optimization: Measures the cost and financial performance of activities, resources, and cost objects Assigns resources to activities and activities to cost objects based on their use, and recognizes the casual relationships of cost drivers to activities How much do we spend? What do we do? For which products do we do it? Cost Center 1 Total Bank Expenses Product A Product B Product C Activities Product D Product E Cost Center 2 Cost Center 3 Cost Center 4 Cost Center 5 Activities ActivitiesActivities Activities Book costs to appropriate cost centers Drive cost center costs to activity based process cost pools Drive pool costs to objects Activity-Based Costing indicates the Costs of Activities and Objects Activity-BasedCostingindicatesthe Costsof ActivitiesandObjects Activities Resources Cost Objects What is usedtodo work Towhat, orfor whomis workdone (What work) is done Activities Cost Drivers Performance Measures Why? What? HowWell? Why is workdoneor what impacts an activity’scost, time, or quality (What work) is done Howwell isworkdone ActivityBasedManagement focusesonunderstanding WHYandHOWWELL ABC ABM Cost Inputs Process Costs Cost Objects Reporting Raw Material Costs Manufacturing Costs Packaging/ Distribution Costs Direct Business Center/ Marketing Costs R&D Costs Corporate Charges Customer Related Activities Package / Distribution Activities Product Related Activities Manufacturing Activities Support Activities New Product Development Activities Manufacturing Packaging/ Distribution Product Groups Product Profitability Customer Profitability Process Costs Product 1 Product 2 Product 3 Product 4 Customer 1 Customer 2 Customer 3 Sales & Mktg. R&D Pkg/Dist Mfg Customer Groups The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 16. 16This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 16 Industry Benchmarks Cost reductions upwards of 50% can be achieved through various process optimization initiatives throughout the organization Activity Function Potential Reduction in Cost Finance Overall 51% HR Overall 20% IT Governance & Organization 10-20% Project Portfolio Management 15-25% Operations and Services 15-35% Performance Management 10-20% Infrastructure and Architecture 10-20% Sourcing and Partner Management 10-20% Procurement Strategic Sourcing 5-25% Procure-to-Pay 5-10% Compliance 3-8% Supply Chain Risk Management 5-20% Logistics and Fulfillment Transportation 7-20% Warehouse 10-25% Inventory 5-15% Highest potential function – quick hit process optimization initiativesThe content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 17. 17This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 17 An initial diagnostic assessment shows the key areas to realize cost savings and how to best leverage these going forward Approach • Identify key areas for realizing cost savings and improvements • Estimate benefit potential and implementation requirements • Support decision making on selecting the suitable way forward decision 4 weeks Cost Transformation Cost Reduction Fast cost savings Fundamental change Diagnostic Assessment Identified areas for improvement and cost savings Objectives: Outcome: The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 18. 18This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 18 While cost reduction focuses on quickly generating savings, cost trans- formation centers around fundamental change for longer-term success Concept and design Time-boxed results delivery Concept and design Transformation planning Time-boxed results delivery Defined alternatives and opportunities Transformation planned Delivered solutions and results Design and plan for realizing the savings Savings realized Approx. 6 weeks From 1 to 3 months Approx. 10 weeks Approx. 4 weeks Up to 1-3 years, adaptable time boxes of 3-6 months Approach • Realizes cost savings with rapid restructuring and implementation: – Delivers short-to-medium term benefits • Top-down opportunity and solution identification: – Financial analysis, benchmarking, leading practices • Changes company’s cost structure and transforms the way business is run: – Emphasize on efficiency and effectiveness improvements – Delivers medium-to-long term benefits • Bottom-up opportunity and solution identification: – Workshops, interviews supported by financial analysis Cost Reduction Cost Transformation FAST COST SAVINGS FUNDAMENTAL CHANGE The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 19. 19This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 19 The deal concept phase can be broken into 5 key stages Approach Week 0 Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Final blueprint design and implementation planning Set Up, Hypothesis Generation and Focus Hypotheses-led Analysis and Diagnostics Blueprint Option Development Business Case Development/ Prioritisation Integrated Way Forward Design Top down financial analysis To-Be Model DevelopmentJoint team onboardin g Hypothesis generation Selected focus interview Focused analysis and diagnosticsSales and customer management Operations Organisation and support services Information management and systems Opportunity quantification, validation and prioritisation Review of Existing Initiatives Regular meetings with the Executive Steering Committee 1 2 3 4 5 The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 20. 20This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com The content on this slide has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/process-optimization-sales-deck-1853
  • 21. 1 Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com