Collaborative planning, forecasting and replinishment (cpfr
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SCM (Supply Chain Management) is an essential element of manufacturing and retail. CPFR is a business model, that allows the collaborative planning and forecasting which in turn aims at increasing sales and fulfilling consumer demand.
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Cpfr final
CPFR (Collaborative Planning, Forecasting, and Replenishment) allows trading partners like suppliers and retailers to work together to better meet consumer demand through information sharing and joint planning. There are three levels of CPFR engagement from basic to advanced. CPFR evolved from earlier practices like Efficient Consumer Response and Continuous Replenishment Programs to further improve coordination and reduce costs. Implementing CPFR can result in benefits like improved inventory management, customer service, and profitability for both retailers and suppliers.
S&OP FINAL
This document provides an overview of Sales & Operations Planning (S&OP), a centralized planning process that aims to align demand, supply, and financial plans across all levels of an organization. S&OP differs from traditional functional planning approaches by taking a holistic view and involving senior management to reach consensus on a single integrated plan. The presentation describes the typical S&OP process, which involves monthly meetings to review data, develop demand and supply plans, identify issues, and make decisions. Critical success factors for effective S&OP implementation include top management involvement, structured routine meetings, cross-functional participation, and integrated planning technology. Benefits of S&OP include improved goal alignment, communication, inventory management, and revenue predictability.
Sourcing Process A
The strategic sourcing process involves identifying a company's current category usage, conducting a supplier and market analysis, selecting an appropriate sourcing strategy, and choosing a sourcing method. Key steps include developing requests for information and proposals, evaluating responses, negotiating with suppliers, integrating new suppliers, and monitoring market performance and supplier relationships on an ongoing basis. The process aims to identify all viable suppliers, execute the best sourcing approach, conduct negotiations to select suppliers, and operationalize agreements while monitoring the category.
Collaborative Planning Forecasting Replenishment at Walmart
How and What is Collaborative Planning Forecasting Replenishment (CPFR)? What are the benefits of CPFR to Walmart? How does Walmart achieves its Customer Service and Fulfills order in timely manner.
S&op process template
XYZ Company's Sales and Operations Planning (S&OP) Guide outlines a 5-step process to integrate sales, operations, and finance plans. The steps include product portfolio planning, demand planning, supply planning, integration and reconciliation of plans, and an S&OP meeting. The goal is to generate agreed upon demand and supply plans aligned with company strategy, resolve issues, and obtain senior management approval of actions.
Collaborative Planning Forecasting & Replenishment
The document discusses collaborative planning, forecasting and replenishment (CPFR). CPFR is a business practice where trading partners work together on planning and fulfilling customer demand. It aims to increase availability for customers while reducing costs. The key elements of CPFR include joint business planning, sales forecasting, order forecasting, and resolving any exceptions collaboratively. CPFR follows a cyclical process where trading partners jointly create sales forecasts, order forecasts, identify exceptions, and resolve them to continuously improve forecasts.
CPFR
CPFR is a business practice where trading partners collaboratively plan forecasts and replenishments to better fulfill consumer demand. It evolved from earlier practices like Efficient Consumer Response and Continuous Replenishment Programs. CPFR follows a 9-step process and provides benefits like improved forecast accuracy, reduced inventories, and increased sales and customer satisfaction for both retailers and manufacturers. Over 500 companies have implemented CPFR to varying degrees.
Demand management
Demand management aims to balance customer requirements with supply chain capabilities. It reduces demand variability and improves flexibility. Key aspects of demand management include forecasting demand accurately to have the right inventory, developing contingency plans for disruptions, and smoothing operations to lower costs. Demand management also involves sensing true market shifts, stimulating demand through marketing, translating external demand internally, and making trade-offs between risk and opportunity across markets. The overall goal is meeting customer needs while maintaining efficient operations.
Empfohlen
Cpfr final
CPFR (Collaborative Planning, Forecasting, and Replenishment) allows trading partners like suppliers and retailers to work together to better meet consumer demand through information sharing and joint planning. There are three levels of CPFR engagement from basic to advanced. CPFR evolved from earlier practices like Efficient Consumer Response and Continuous Replenishment Programs to further improve coordination and reduce costs. Implementing CPFR can result in benefits like improved inventory management, customer service, and profitability for both retailers and suppliers.
S&OP FINAL
This document provides an overview of Sales & Operations Planning (S&OP), a centralized planning process that aims to align demand, supply, and financial plans across all levels of an organization. S&OP differs from traditional functional planning approaches by taking a holistic view and involving senior management to reach consensus on a single integrated plan. The presentation describes the typical S&OP process, which involves monthly meetings to review data, develop demand and supply plans, identify issues, and make decisions. Critical success factors for effective S&OP implementation include top management involvement, structured routine meetings, cross-functional participation, and integrated planning technology. Benefits of S&OP include improved goal alignment, communication, inventory management, and revenue predictability.
Sourcing Process A
The strategic sourcing process involves identifying a company's current category usage, conducting a supplier and market analysis, selecting an appropriate sourcing strategy, and choosing a sourcing method. Key steps include developing requests for information and proposals, evaluating responses, negotiating with suppliers, integrating new suppliers, and monitoring market performance and supplier relationships on an ongoing basis. The process aims to identify all viable suppliers, execute the best sourcing approach, conduct negotiations to select suppliers, and operationalize agreements while monitoring the category.
Collaborative Planning Forecasting Replenishment at Walmart
How and What is Collaborative Planning Forecasting Replenishment (CPFR)? What are the benefits of CPFR to Walmart? How does Walmart achieves its Customer Service and Fulfills order in timely manner.
S&op process template
XYZ Company's Sales and Operations Planning (S&OP) Guide outlines a 5-step process to integrate sales, operations, and finance plans. The steps include product portfolio planning, demand planning, supply planning, integration and reconciliation of plans, and an S&OP meeting. The goal is to generate agreed upon demand and supply plans aligned with company strategy, resolve issues, and obtain senior management approval of actions.
Collaborative Planning Forecasting & Replenishment
The document discusses collaborative planning, forecasting and replenishment (CPFR). CPFR is a business practice where trading partners work together on planning and fulfilling customer demand. It aims to increase availability for customers while reducing costs. The key elements of CPFR include joint business planning, sales forecasting, order forecasting, and resolving any exceptions collaboratively. CPFR follows a cyclical process where trading partners jointly create sales forecasts, order forecasts, identify exceptions, and resolve them to continuously improve forecasts.
CPFR
CPFR is a business practice where trading partners collaboratively plan forecasts and replenishments to better fulfill consumer demand. It evolved from earlier practices like Efficient Consumer Response and Continuous Replenishment Programs. CPFR follows a 9-step process and provides benefits like improved forecast accuracy, reduced inventories, and increased sales and customer satisfaction for both retailers and manufacturers. Over 500 companies have implemented CPFR to varying degrees.
Demand management
Demand management aims to balance customer requirements with supply chain capabilities. It reduces demand variability and improves flexibility. Key aspects of demand management include forecasting demand accurately to have the right inventory, developing contingency plans for disruptions, and smoothing operations to lower costs. Demand management also involves sensing true market shifts, stimulating demand through marketing, translating external demand internally, and making trade-offs between risk and opportunity across markets. The overall goal is meeting customer needs while maintaining efficient operations.
Jeremy Bowes and Peter Jones: Synthesis Maps as Design Constructs
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Do you know the secret to a successful Sales and Operations Planning process?
Your ability to troubleshoot issues, plan for unexpected events, and maintain a reliable, single set of planning numbers is drastically affected by people, process and technology.
Educate your colleagues or refresh your own skills with the new introduction to S&OP presentation.
For more information about S&OP and how Steelwedge can help your business, please visit: http://www.steelwedge.com/resources/sales-and-operations-planning-intro/
Demand Management
Drive revenue & profit targets through prioritisation of customers, channels, products and / or services at multi-sites
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The document provides an overview of a Sales and Operations Planning (S&OP) user manual. It discusses key concepts in S&OP including demand planning, supply planning, financial implications, and the S&OP meeting process. The document outlines the objectives of S&OP, defines important terms, and describes the steps involved in each part of the S&OP process from demand forecasting to the final planning meeting.
Implementing An Integrated Sales And Operations Planning Process
Implementing An Integrated Sales And Operations Planning ProcessPresident Stephen Crane Consulting, LLC
A case study on how to implement an integrated S&OP process and the impact such a process can have on business results.Sales and Operations Planning (S&OP) Overview
Improved revenues, business performance, and customer satisfactions are outcomes of a strong Sales and Operations Planning (S&OP) process.
S&OP can be applied to a variety of industries, from cosmetics to aftermarket parts manufacturers.
(CPFR)
CPFR (Collaborative Planning, Forecasting and Replenishment) is a business practice that combines the intelligence of multiple trading partners to improve supply chain efficiency and customer demand fulfillment through information sharing, joint forecasting, and coordinated logistics. The goal of CPFR is to transform supply chains from an ineffective "push" system to a demand-driven "pull" system, reducing costs for retailers and manufacturers while increasing sales, inventory levels, and customer service. CPFR provides templates and standards for collaboration between supply chain partners at various stages from planning and forecasting to execution and analysis.
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BigSCM is a proposed product that uses big data from retail supply chains to optimize supply chain management processes. It collects data from RFID, POS, geo-location, social media, call centers, and more to provide recommendations for adaptive inventory management, demand prediction, price optimization, and more. This helps enhance productivity, optimize workflows, reduce costs and improve customer satisfaction. Developing BigSCM would require building out data processing and natural language processing capabilities over 6-8 months. It could help retailers optimize inventory costs, transportation costs, and procurement costs.
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The world is changing rapidly – same goes for your customers and suppliers. You are required to constantly improve your operations. Is optimising your current operating model sufficient or do you need to rethink?
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Does your Operations Strategy fit in relation to environmental changes or changes in future customer demand?
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This document provides an approach for analyzing a supply market and adding value to customers through that analysis. It outlines performing a PESTEL analysis of the political, economic, social, technological, environmental, and legal factors impacting the supply market. It also describes analyzing the supply market using Porter's 5 Forces to understand suppliers, buyers, substitutes, new entrants, and competitive rivalry. The goal of this supply market analysis is to reduce costs, identify global sourcing opportunities, improve supplier relationships, and realize value through benchmarking suppliers.
10 Key Challenges to S&OP Excellence
The document outlines 10 key challenges to achieving excellence in Sales and Operations Planning (S&OP). The challenges include: 1) aligning S&OP decisions to business strategy; 2) ensuring business ownership of the S&OP process; 3) aligning reward systems across functions; 4) establishing standardized S&OP metrics; 5) overcoming fear of change; 6) making good cross-functional decisions; 7) tailoring S&OP scenarios to business models; 8) establishing governance over the S&OP process, data, and improvement; 9) fully integrating new product launches; and 10) effectively linking S&OP planning to execution activities.
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The document provides an overview of an Operations and Supply Chain Management Toolkit. It includes 7 components: tools, templates, step-by-step tutorials, real-life examples, best practices, frameworks, and support from management consultants. The objectives of the toolkit are to improve supply chain management capability, organizational performance, business process management, business case development, and prioritization of initiatives. It presents frameworks and approaches to supply chain strategy, demand and supply chain planning, sourcing and procurement, manufacturing, and logistics and distribution.
Category management
This is an editable presentation of Category Management in procurement. The presentation explains the ways of creating categories and provides several examples of category creation in different businesses. It also gives the main pros and cons of category management.
Feel free to use the presentation for your training and change it as you wish.
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Strategic Sourcing Process
The document discusses strategies for developing model suppliers and optimizing a company's supply base. It defines attributes of model suppliers, such as managing quality systems, demonstrating technology leadership, and supporting business goals. It also outlines steps for a mature supply management process, including defining a preferred supplier base, establishing strategic partnerships, integrating suppliers, and conducting supply base segmentation. Commodity source plans are developed annually based on supplier performance data and input from stakeholders to guide one-year and three-to-five-year sourcing strategies.
Sales & Operations Planning Process
This document provides an overview of sales and operations planning (S&OP). S&OP is a collaborative planning process that aligns all business functions to a single plan to meet market demand profitably. It differs from traditional functional planning approaches by taking a holistic view of demand, supply, and financial plans. The S&OP process involves gathering data, demand planning, supply planning, pre-meetings, and executive meetings to align plans and resolve issues. Critical success factors include top management involvement, structured meetings, cross-functional participation, and integrated planning technology. Benefits include improved profitability, inventory management, and communication across business functions.
S&OP Thought Leadership.
This is a quick view of the process and the importance to to have a aligned the stakeholders into the process.
Demand planning - Challanges and Solution
The presentation talks about the evolution of the S&OP / IBP process in any organization. It also talks about the general challenges that Demand Planner encounters and few steps on how to solve them.
In case of any questions / suggestions u can contact me on vaibhav.scm@gmail.com
Avion, inc. a case study
Avion, Inc. is experiencing issues with its single supplier Foster Technologies including decreased material quality and lower on-time delivery rates. Both companies need to improve cross-functional teamwork and integration to better accomplish goals and increase their competitive advantage. Avion increased its order quantities and shortened lead times beyond what Foster could handle based on its plant capacity. Both companies need to analyze problems using root cause analysis, gap analysis and Pareto analysis. They must also improve communications, performance tracking and work as collaborative partners to resolve issues.
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This document provides an overview of a Collaborative Planning, Forecasting and Replenishment (CPFR) chapter meeting. The agenda includes an introduction to Hain Celestial, a CPFR presentation, polling, and a Q&A session. The objectives are to learn when to use CPFR, how to set up an effective CPFR process, the expected benefits, how to integrate CPFR, and next steps. CPFR is a process where trading partners collaborate on demand planning and operations to improve forecast accuracy, inventory levels, and sales through increased information sharing.
CPFR Presentation
CPFR (Collaborative Planning, Forecasting and Replenishment) is a business practice where trading partners work together to plan and fulfill customer demand. The objective is to increase availability for customers while reducing inventory and logistics costs. There are three modes - basic, developed, and advanced - that involve different levels of data exchange and process integration between partners. CPFR follows a cycle of four collaborative activities with two tasks each: strategy and planning, demand and supply management, execution, and analysis. Benefits include improved customer service, lower inventories, reduced costs, and stronger partner relationships.
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Do you know the secret to a successful Sales and Operations Planning process?
Your ability to troubleshoot issues, plan for unexpected events, and maintain a reliable, single set of planning numbers is drastically affected by people, process and technology.
Educate your colleagues or refresh your own skills with the new introduction to S&OP presentation.
For more information about S&OP and how Steelwedge can help your business, please visit: http://www.steelwedge.com/resources/sales-and-operations-planning-intro/
Demand Management
Drive revenue & profit targets through prioritisation of customers, channels, products and / or services at multi-sites
S&Op Training
The document provides an overview of a Sales and Operations Planning (S&OP) user manual. It discusses key concepts in S&OP including demand planning, supply planning, financial implications, and the S&OP meeting process. The document outlines the objectives of S&OP, defines important terms, and describes the steps involved in each part of the S&OP process from demand forecasting to the final planning meeting.
Implementing An Integrated Sales And Operations Planning Process
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A case study on how to implement an integrated S&OP process and the impact such a process can have on business results.Sales and Operations Planning (S&OP) Overview
Improved revenues, business performance, and customer satisfactions are outcomes of a strong Sales and Operations Planning (S&OP) process.
S&OP can be applied to a variety of industries, from cosmetics to aftermarket parts manufacturers.
(CPFR)
CPFR (Collaborative Planning, Forecasting and Replenishment) is a business practice that combines the intelligence of multiple trading partners to improve supply chain efficiency and customer demand fulfillment through information sharing, joint forecasting, and coordinated logistics. The goal of CPFR is to transform supply chains from an ineffective "push" system to a demand-driven "pull" system, reducing costs for retailers and manufacturers while increasing sales, inventory levels, and customer service. CPFR provides templates and standards for collaboration between supply chain partners at various stages from planning and forecasting to execution and analysis.
Analytics in Supply Chain Management
BigSCM is a proposed product that uses big data from retail supply chains to optimize supply chain management processes. It collects data from RFID, POS, geo-location, social media, call centers, and more to provide recommendations for adaptive inventory management, demand prediction, price optimization, and more. This helps enhance productivity, optimize workflows, reduce costs and improve customer satisfaction. Developing BigSCM would require building out data processing and natural language processing capabilities over 6-8 months. It could help retailers optimize inventory costs, transportation costs, and procurement costs.
Operations Strategy Handbook
The world is changing – how about your Operations Strategy?
The world is changing rapidly – same goes for your customers and suppliers. You are required to constantly improve your operations. Is optimising your current operating model sufficient or do you need to rethink?
A great Operations Strategy is what makes the sum of all operational capabilities of your business a competitive advantage.
Does your Operations Strategy fit in relation to environmental changes or changes in future customer demand?
Supply Market Analysis
This document provides an approach for analyzing a supply market and adding value to customers through that analysis. It outlines performing a PESTEL analysis of the political, economic, social, technological, environmental, and legal factors impacting the supply market. It also describes analyzing the supply market using Porter's 5 Forces to understand suppliers, buyers, substitutes, new entrants, and competitive rivalry. The goal of this supply market analysis is to reduce costs, identify global sourcing opportunities, improve supplier relationships, and realize value through benchmarking suppliers.
10 Key Challenges to S&OP Excellence
The document outlines 10 key challenges to achieving excellence in Sales and Operations Planning (S&OP). The challenges include: 1) aligning S&OP decisions to business strategy; 2) ensuring business ownership of the S&OP process; 3) aligning reward systems across functions; 4) establishing standardized S&OP metrics; 5) overcoming fear of change; 6) making good cross-functional decisions; 7) tailoring S&OP scenarios to business models; 8) establishing governance over the S&OP process, data, and improvement; 9) fully integrating new product launches; and 10) effectively linking S&OP planning to execution activities.
Operations and Supply Chain Toolkit - Framework, Best Practices and Templates
The document provides an overview of an Operations and Supply Chain Management Toolkit. It includes 7 components: tools, templates, step-by-step tutorials, real-life examples, best practices, frameworks, and support from management consultants. The objectives of the toolkit are to improve supply chain management capability, organizational performance, business process management, business case development, and prioritization of initiatives. It presents frameworks and approaches to supply chain strategy, demand and supply chain planning, sourcing and procurement, manufacturing, and logistics and distribution.
Category management
This is an editable presentation of Category Management in procurement. The presentation explains the ways of creating categories and provides several examples of category creation in different businesses. It also gives the main pros and cons of category management.
Feel free to use the presentation for your training and change it as you wish.
How Might We: Simplexity in Design Charrettes
This document describes Peter Jones' work applying design thinking and systems thinking approaches. It provides an overview of his background and areas of focus, including strategic foresight, innovation, and design for complex problems in healthcare, climate adaptation, and more. It then outlines a design thinking process called Simplexity that engages stakeholders in problem finding, research, defining challenges, idea generation, and prototyping solutions through collaborative workshops.
Supply Chain (Chap10)
The document discusses Pfizer Philippines' supply chain strategy for its Prevnar vaccine. Prevnar is distributed through a cold chain from the UK manufacturer to Pfizer Philippines' warehouse and then to doctors. Forward buying and managing the bullwhip effect are challenges. Hau Lee's framework examines aligning supply chains with uncertainties in demand or supply. Outsourcing can allow companies to focus on core competencies but requires coordination. Global sourcing benefits include lower costs but has risks. Mass customization and purchasing systems are also discussed.
Strategic Sourcing Process
The document discusses strategies for developing model suppliers and optimizing a company's supply base. It defines attributes of model suppliers, such as managing quality systems, demonstrating technology leadership, and supporting business goals. It also outlines steps for a mature supply management process, including defining a preferred supplier base, establishing strategic partnerships, integrating suppliers, and conducting supply base segmentation. Commodity source plans are developed annually based on supplier performance data and input from stakeholders to guide one-year and three-to-five-year sourcing strategies.
Sales & Operations Planning Process
This document provides an overview of sales and operations planning (S&OP). S&OP is a collaborative planning process that aligns all business functions to a single plan to meet market demand profitably. It differs from traditional functional planning approaches by taking a holistic view of demand, supply, and financial plans. The S&OP process involves gathering data, demand planning, supply planning, pre-meetings, and executive meetings to align plans and resolve issues. Critical success factors include top management involvement, structured meetings, cross-functional participation, and integrated planning technology. Benefits include improved profitability, inventory management, and communication across business functions.
S&OP Thought Leadership.
This is a quick view of the process and the importance to to have a aligned the stakeholders into the process.
Demand planning - Challanges and Solution
The presentation talks about the evolution of the S&OP / IBP process in any organization. It also talks about the general challenges that Demand Planner encounters and few steps on how to solve them.
In case of any questions / suggestions u can contact me on vaibhav.scm@gmail.com
Avion, inc. a case study
Avion, Inc. is experiencing issues with its single supplier Foster Technologies including decreased material quality and lower on-time delivery rates. Both companies need to improve cross-functional teamwork and integration to better accomplish goals and increase their competitive advantage. Avion increased its order quantities and shortened lead times beyond what Foster could handle based on its plant capacity. Both companies need to analyze problems using root cause analysis, gap analysis and Pareto analysis. They must also improve communications, performance tracking and work as collaborative partners to resolve issues.
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Implementing An Integrated Sales And Operations Planning Process
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This document provides an overview of a Collaborative Planning, Forecasting and Replenishment (CPFR) chapter meeting. The agenda includes an introduction to Hain Celestial, a CPFR presentation, polling, and a Q&A session. The objectives are to learn when to use CPFR, how to set up an effective CPFR process, the expected benefits, how to integrate CPFR, and next steps. CPFR is a process where trading partners collaborate on demand planning and operations to improve forecast accuracy, inventory levels, and sales through increased information sharing.
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CPFR (Collaborative Planning, Forecasting and Replenishment) is a business practice where trading partners work together to plan and fulfill customer demand. The objective is to increase availability for customers while reducing inventory and logistics costs. There are three modes - basic, developed, and advanced - that involve different levels of data exchange and process integration between partners. CPFR follows a cycle of four collaborative activities with two tasks each: strategy and planning, demand and supply management, execution, and analysis. Benefits include improved customer service, lower inventories, reduced costs, and stronger partner relationships.
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Corporate Award Submission and Assessment Feedback
Candidate Membership Number: 005560614
Programme: SABIC C6 P Integrative
Event ID: 106704820
Assessment Opportunity: 4 Integrative Assignment
This Assessment Distinction Merit Pass Fail N/A
Structure and Presentation 20%
• Creation of a logical flow of content
• Incorporation of numbered contents page, executive summary,
sections that cover conclusions and recommendations when
relevant, references and bibliography
• Ease of understanding the content included
• Layout of text, inclusion of graphics, tables, data, references,
headings, numbered paragraphs
• Use of appropriate appendices
• Composition of answers in keeping with any desired word count,
timescales or other limitation
Research 20%
• Collation of primary and/or secondary research
• Use made of quantitative and/or qualitative data
• Analysis of the research conducted
• Reasoned critique of research provided
• Acknowledged information sources
Knowledge and Approach 20%
• Demonstration of acquired understanding of theory, models,
techniques, processes, outcomes or other aspects of the syllabus
• Appropriate selection of content to formulate answers
• Methodology pursued to develop answers
Application and Insight 40%
• Application of theory, models, techniques, processes, outcomes
or other aspects of the syllabus
• Creation of proposals for change that can achieve business
improvement
• Recognition of boundaries that can affect proposals made
• Production of a business case or implementation plan when
relevant
1
Strengths and weaknesses of the assessment:
Thank you for your assignment.
This task requires you to develop a document that creates a sourcing plan for future requirements. Better
marks would therefore have been awarded if you had linked your summary promoting your main findings
and recommendations in relation to the tasks which were for you to explain:
1. The roles of procurement and supply in managing this area of expenditure underlining the inputs
that may be made by its stakeholders
2. Techniques that can be applied to the area of expenditure to improve added value
3. Inclusions that should be made in contracts formed in the future
4. Measures that can be taken to select effective suppliers
5. Any aspects of the purchase/supply that may require negotiation
Your executive summary served more as an introduction than underlining your main findings and
recommendations in relation to the selected category of tubular goods. These could therefore have focused
more directly on the roles of the procurement/ supply chain function in managing the tubular goods
category underlining the inputs that may be made by its stakeholders, the application of any techniques to
add value as well as the improvements that could be made to the contracts or to improve performanc ...
Leading global excellence in procurement and supply Corp.docx
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Corporate Award Submission and Assessment Feedback
Candidate Membership Number: 005560614
Programme: SABIC C6 P Integrative
Event ID: 106704820
Assessment Opportunity: 4 Integrative Assignment
This Assessment Distinction Merit Pass Fail N/A
Structure and Presentation 20%
• Creation of a logical flow of content
• Incorporation of numbered contents page, executive summary,
sections that cover conclusions and recommendations when
relevant, references and bibliography
• Ease of understanding the content included
• Layout of text, inclusion of graphics, tables, data, references,
headings, numbered paragraphs
• Use of appropriate appendices
• Composition of answers in keeping with any desired word count,
timescales or other limitation
Research 20%
• Collation of primary and/or secondary research
• Use made of quantitative and/or qualitative data
• Analysis of the research conducted
• Reasoned critique of research provided
• Acknowledged information sources
Knowledge and Approach 20%
• Demonstration of acquired understanding of theory, models,
techniques, processes, outcomes or other aspects of the syllabus
• Appropriate selection of content to formulate answers
• Methodology pursued to develop answers
Application and Insight 40%
• Application of theory, models, techniques, processes, outcomes
or other aspects of the syllabus
• Creation of proposals for change that can achieve business
improvement
• Recognition of boundaries that can affect proposals made
• Production of a business case or implementation plan when
relevant
1
Strengths and weaknesses of the assessment:
Thank you for your assignment.
This task requires you to develop a document that creates a sourcing plan for future requirements. Better
marks would therefore have been awarded if you had linked your summary promoting your main findings
and recommendations in relation to the tasks which were for you to explain:
1. The roles of procurement and supply in managing this area of expenditure underlining the inputs
that may be made by its stakeholders
2. Techniques that can be applied to the area of expenditure to improve added value
3. Inclusions that should be made in contracts formed in the future
4. Measures that can be taken to select effective suppliers
5. Any aspects of the purchase/supply that may require negotiation
Your executive summary served more as an introduction than underlining your main findings and
recommendations in relation to the selected category of tubular goods. These could therefore have focused
more directly on the roles of the procurement/ supply chain function in managing the tubular goods
category underlining the inputs that may be made by its stakeholders, the application of any techniques to
add value as well as the improvements that could be made to the contracts or to improve performanc.
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How to Seamlessly Integrate RPO Solutions In Your Company.pdfAlliance Recruitment Agency - Staffing Agency In California, Esplanade Avenue, Pacifica, CA, USA
How to Seamlessly Integrate RPO Solutions In Your Company2023 Leading Procurement V4.pdf
The document outlines procurement's strategic priorities and objectives to lead in responding to economic volatility. It identifies six key areas of focus: 1) optimizing costs to fund strategic initiatives, 2) inspiring cultural change for accountability, 3) collaborating with stakeholders, 4) delivering cost savings, 5) implementing tools to improve collaboration, and 6) leveraging ERP systems. The priorities are digitalization, next-gen shared services, and improving procurement leverage. Goals include partnering on a digitization strategy, reducing costs through technology and nearshore locations, and strengthening spend management through a new intake model.
Planning
Planning involves thinking ahead about what needs to be done, how it will be done, and who will do it. It is a process of selection among alternatives for future actions. Planning occurs at three levels - strategic, tactical, and operational. Strategic planning sets long-term goals, tactical planning focuses on middle management goals to support strategic plans, and operational planning develops short-term action plans at the lower levels. Effective planning involves setting objectives and choosing alternatives to meet goals in a changing environment.
ITIL4 - DIGITAL TRUST FRAMEWORK
The document provides an overview of the Digital Trust Framework (DTF). The key points are:
- The DTF will use the TMForum's Open Digital Architecture (ODA) as a cornerstone and integrate it with frameworks like COBIT 2019, ITIL 4, and ISO 27005 to ensure an overall digital trust approach.
- The DTF will be a blueprint for modular, cloud-based, open digital platforms that can be orchestrated using AI to suit a continuously evolving systems environment.
- The DTF will govern areas like governance concepts, design guides, microservices architecture, AI governance, and security governance among others.
- Reference architectures, components, data models, and
Unlocking the Potential Strategies for Maximizing RPO Services in India
(RPO) solutions have a lot to offer Indian businesses, but in order to reap these benefits completely, they must take smart actions. The following are crucial tactics to optimize the advantages of RPO services in India:
Collaborative Planning, Forecasting And Replenishment
Collaborative planning, forecasting and replenishment (CPFR) is a business process where trading partners work together and continuously share information to improve forecasting and integrate replenishment planning. It aims to increase sales and profits through better inventory management and fulfillment of consumer demand. CPFR was piloted successfully between Superdrug and Johnson & Johnson, resulting in a 13% average reduction in stock levels and a 21% improvement in forecast accuracy. Procter & Gamble also uses CPFR to achieve 100% product availability while reducing retail and supplier inventory levels. The key is establishing collaborative processes through information sharing and joint business planning between partners.
How to Perfectly Construct an RFP in 8 StepsThe RFP (request for.docx
How to Perfectly Construct an RFP in 8 Steps
The RFP (request for proposal) is a document that describes project specific requirements and expectations to suppliers with the aim of getting proposed solutions from qualified companies or vendors. The document is helpful for suppliers to establish joint understanding of requirements for a project. The details of RFP depend on scope of the project (Wilkinson & Thorson, 1998). It might involve specific services, products, or outline the expected use of technology and the requirements for project implementation. This means that RFP should be well-conceived, concise, and well-written to attract good vendors. A poorly written RFP attract unsuitable vendors for the project. Ambiguous requirements prevent the qualified candidates from bidding properly. The RFP detail aspects of proposed requirement and what is expected of vendor in meeting the requirement. The final proposal and RFP when agreed become statement of work for contract (Wilkinson & Thorson, 1998). Let’s begin exploring how an RFP is constructed.
Calonico. S (2018) Kumulos.
1. Define company overview
This section of RFP helps managers contextualize decisions made in the project by considering whether they will be able to provide your company’s specific field with the appropriate material and/or services. It captures information about the organization, what it does and what it is currently doing. Further, the section should culture the uniqueness of the company. The company overview should tell reader about the company values. By describing the value, you are likely to get an organization which has value fit for processes and goals. It defines the reason for writing the RFP. When writing the RFP you are required to introduce the product, the requirements for the product, and the summary of the main points of your request. When defining the company overview, you must also consider including important details to support your request such as customers, clients, and revenue which will be used to raise capital, understand the competitors, and customers’ segments.
Mypcot. Company Overview
2. Define the project scope
The introduction section includes explanation of response evaluated. The section tells vendors what is expected, what the company wants, giving timetable for implementation, showing where the company wants to improve, changes predicated in the project, and specify deliverables.
Pmlinks. Project Management 101 – Project Scope
This section reminds the reader of the reason behind your company writing out the RFP. For instance, reason for introduction of new product or brand re-design. The scope shows what the project will solve and how the problem will be solved and the goals o ...
23
Capture planning is a process that involves identifying business opportunities, assessing the competitive environment, and developing strategies to win specific opportunities. An effective capture planning process includes:
1. Developing a written capture plan with external and internal analyses, a capture strategy, and an execution plan.
2. Maintaining senior management support and committing the right resources to the capture team.
3. Establishing regular reviews of the capture plan to monitor progress and make adjustments.
4. Leveraging the capture plan to efficiently develop the initial proposal plan.
Sanjiv Bhatia “Critical Mass Makes Magic Happen”
Critical Mass Makes Magic Happen discusses how focusing resources on high-value initiatives through a value creation framework can provide benefits. The framework involves 4 steps: 1) identifying value through supply chain analysis, 2) prioritizing partners based on business value and technical complexity, 3) developing an onboarding roadmap, and 4) implementing projects. When applied to a company, the framework could generate $65 million in annual benefits and $43 million in one-time benefits through strategies like improved procurement and inventory management.
Roadmap to a successful sourcing partnership with a CRO
The document outlines a framework for establishing a successful long-term sourcing partnership between a biopharmaceutical company and a CRO. It recommends that companies first identify their strategic drivers for the partnership and design a delivery structure aligned with those goals. Potential partners should then be evaluated based on strategic fit, capabilities, and value. Finally, the partnership requires effective kick-off meetings, collaborative behavior between partners, appropriate oversight, and motivated project teams to ensure successful execution and longevity of the relationship.
Cpfr(1) introduction
CPFR (Collaborative Planning, Forecasting and Replenishment) began as an evolution of earlier supply chain collaboration practices between retailers and manufacturers like Vendor Managed Inventory. It aims to reduce out-of-stock products and waste through shared demand forecasting and order planning between trading partners. CPFR provides guidelines for collaboration at various stages from initial joint planning to developing shared forecasts to converting forecasts into orders. Its goal is more efficient fulfillment of consumer demand through collaboration across the supply chain.
Just Text PPM March 20 2015
Ken Martin has extensive experience in business, IT, and project management across several large companies. He discusses the benefits of project portfolio management (PPM), which include improved alignment with business strategy, visibility and control, collaboration, pipeline and resource management, financial management, and risk management. Without effective PPM, organizations can experience issues like approving projects that don't meet strategic needs, not having clear priorities, and overallocating resources. Key actions for implementing PPM include gaining stakeholder alignment, obtaining management support, developing a framework, and deciding on tools and reporting. The PPM process involves gathering all project data, prioritizing projects, assigning resources, and ongoing monitoring.
How to implement a strategic IT vendor management program
CIO's and their IT leadership teams should focus more time on a strategic IT vendor management program. After doing this for 8 years by conducting annual IT vendor days and implementing World Class IT principles, I decided to share what has worked and why it is important in the transition to becoming strategic business partners.
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Leading global excellence in procurement and supply Corp.docx
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How to Seamlessly Integrate RPO Solutions In Your Company.pdf
How to Seamlessly Integrate RPO Solutions In Your Company.pdf
Unlocking the Potential Strategies for Maximizing RPO Services in India
Unlocking the Potential Strategies for Maximizing RPO Services in India
Collaborative Planning, Forecasting And Replenishment
Collaborative Planning, Forecasting And Replenishment
How to Perfectly Construct an RFP in 8 StepsThe RFP (request for.docx
How to Perfectly Construct an RFP in 8 StepsThe RFP (request for.docx
Roadmap to a successful sourcing partnership with a CRO
Roadmap to a successful sourcing partnership with a CRO
How to implement a strategic IT vendor management program
How to implement a strategic IT vendor management program
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Collaborative planning, forecasting and replinishment (cpfr
- 1. COLLABORATIVE PLANNING, FORECASTING AND REPLINISHMENT (CPFR) PRESENTED BY: MEGHA POOJARI PRAVEEN HEGDE
- 2. CONTENTS 1. Introduction 2. Steps in CPFR 3. CPFR Model 4. Benefits of CPFR 5. Challenges in CPFR 6. Success Stories
- 3. WHAT IS CPFR? • Business methodology which integrates multiple parties in the planning & fulfillment of customer demand. • Co-coordinating activities throughout the supply chain inventories can be moved more efficiently, in the correct quantities, to the correct inventories location to meet customer’s demand.
- 4. STEPS IN CPFR 1. Develop Collaboration Arrangement a) Develop CPFR Mission Statement b) Determine CPFR Goals & Objectives c) Discuss Competencies, Resources and System d) Define Collaboration Points and Responsible Business Functions e) Determine Information- Sharing Needs
- 5. Contd.. f) Define Service & Ordering Commitments g) Determine Resources Involvement & Commitments h) Resolve Differences between Partners in the CPFR Process i) Regularly Reviews Cycle for CPFR Agreement j) Publish Front- End Agreement
- 6. Contd… 2) Create Joint Business Plan 3) Create Sales Forecast 4) Identify Exceptions for Sales Forecast 5) Resolve/Collaborate on Exceptions Items 6) Create Order Forecast 7) Identify Exceptions for Order Forecast 8) Resolve/Collaborate on Exception Items 9) Generate Order
- 7. THE CPFR MODEL • Customer is the centre of model • Surrounding the customer is the retailor and supporting activities provided by retailer • The outer ring comprises of manufacturer and their activities.
- 8. CPFR MODEL
- 9. BENEFITS OF CPFR • Better Store Stock Rates • Lower Inventory Level • Increased Sales • Lower Logistics Costs
- 10. CHALLENGES IN CPFR • Lack of Data Compatibility • Ineffective IT Systems & Solutions • Unorganised Suppliers • Poor relationship between Suppliers and Retailers
- 11. SUCCESS STORIES 1. WALMART AND P&G 2. COCA- COLA & KOF (FEMSA)