APICS For Business - APICS Southeast...

APICS For Business

Douglas G. Bell, MBA

Business Development Manager

Corporate Development

Eastern U.S. Territory

Our Corporate Value Proposition

2 © APICS Confidential and Proprietary

Douglas G. Bell, MBA

• Started with APICS July 2015 as Southeast District Business

Development Manager

• Representative from value-based technology distributors for IBM Mid-

range Server channels operations & process reengineering (1995-2002)

and channels programs & marketing (1994-1996)

• Expertise in business development, partner relationship management &

strategic alliances, distribution channels & programs, change

management, and small business management consulting

• Authored, Acceleration of Service Delivery Drives the Need for

Ecosystem Development (Motorola, Whitepaper 2006). Contributing

Author, Center for Services Leadership Symposium Strategic Handbook

(Arizona State University 2002, 2003)

• Development Dimensions International (DDI) certified facilitator, Change

Management Process Certification (Prosci)

• Industry experience includes computer technology distribution,

education and government at Motorola, Arrow Electronics, Avnet &

Ingram Micro

Business Development Manager, APICS


APICS for Business

1. About APICS

2. Our corporate value proposition

3. Our corporate profile

4. The case for supply chain excellence

5. Our approach with organizations and individuals

6. Case studies

7. Continuing the conversation and typical next steps

About APICS


APICS At-a-Glance

Membership

45,000+ members

100+ countries

Channel Partners

195 North American chapters

103 international

channel partners

47 countries, 5 continents

About APICS

Professional association

$27.6 MM annual revenue

in 2015

2,000+ active volunteers

90+ staff

Headquartered in Chicago

Founded in 1957

Merged with the Supply Chain

Council (2014); American Society of

Transportation and Logistics (2015)

Our Corporate Value Proposition


APICS for Business

OrganizationsIndividuals

Training,

certification and

networking

Research,

benchmarking and

frameworks

APICS Value

Proposition

Performance Driven Learning

APICS delivers a total individual and corporate

value proposition.


SCOR Model: The Industry Standard

SCOR is the world’s leading supply chain

framework, linking business processes,

performance metrics, practices and people skills

into a unified structure to enable competitive

advantage.

Reference models integrate:

Benchmarking

Best practice maturity

Business process re-engineering

Organizational and individual supply

talent assessment

Supply Chain Operations Reference Model

Download the SCOR app from iTunes or Google Play.

Search APICS SCOR.


For the Individual

Education, Designations & Membership

Certification in Production and Inventory Management (CPIM)

Certification as a Supply Chain Professional (CSCP)

SCOR-Professional Endorsement (SCOR-P)

Global Logistics Associate (GLA)

New! Launching Certification in Logistics Transportation and

Distribution (CLTD) mid-year in 2016

Principles of Operations Management (Certificates)

APICS Instructor development program (IDP)

Events & Certificate programs


For the Corporation

Enterprise Subscription

APICS Supply Chain Council, Unbiased Non-Profit

Global Access to World Class Frameworks for all employees (i.e. SCOR)

SCORmark Benchmarking

Shareholder

Enterprise

Site

Talent

Access to Digital Library

Supply Chain Assessment Program and Corporate Mentoring

Special interest groups & events

Our Corporate Profile


APICS Corporate SCOR Users in 2015

404CORPORATE

AFFILIATES & SPONSORS

253

ACADEMIC

AFFILIATES

91

PUBLIC SECTOR

AFFILIATES

60

253

1417

13164

12

TOP 10 COUNTRIES

RK COUNTRY #

1 United States 146

2 Germany 32

3 China 31

4 Switzerland 16

5 South Africa 15

6 Netherlands 14

7 United Kingdom 13

8 Canada 10

9 France 10

10 Sweden 10


APICS Supply Chain Council Executive Summit

February 25—26, 2016,

Rancho Mirage, California

Exclusive event bringing together

50+ of supply chain’s greatest minds

and executives

Focuses on enterprise-level strategy

with perspective on key economic and

global trends

Generates conversation on pertinent

issues facing the supply chain

community and networking amongst

top, like-minded executives


Executive Summit Attending Corporations

AB Mauri

Alcatel - Lucent

Amgen

AT&T Corporation

Avnet, Inc.

BASF AG

Boeing

Brocade Communication

Bulgari

Cardinal Health

Chevron Products

Ciena Corporation

Dow Chemical Company

DuPont Company

Eaton

Edgewell Personal Care

Ericsson AB

Extreme Networks

General Electric (Oil & Gas)

Hewlett Packard

HIS Economics

Infineon Technologies AG

Intel Corporation

Jabil

Johnson & Johnson

Johnson Controls GmbH

Kelly Services

Knoll, Inc.

Lenovo

McCormick & Company, Inc.

NAVSUP Global Logistics

Newell Rubbermaid

Niagara

Northrop Grumman Corp

Novartis (Sandoz)

OPS Rules Management

PolyOne

PricewaterhouseCoopers LLP

Roche Diagnostics

SAP AG

Schlumberger

Sonoco

Stryker

THALES Avionics

Tosca

United Rentals

Improved supply chain

business performance

and results

The Case for Supply Chain Excellence


SCOR Users Compared to S&P 500


SCOR Users Achieve Breakthrough Results

The most advanced affiliates:

Rank in the upper quartile of their industry

group in shareholder value

Programs achieve average operating

income improvement of 3% of sales

(high 4.5% - low 1.5%)

Out perform competitors on all major

supply chain indices

Possess 10+ years of SCOR experience

Apply a proven Supply Chain Assessment

approach

Typical results:

30% faster system implementations with

30% more functionality

Continuous improvement portfolios

refreshed at a value of 0.5%

20% improvement on inventory turns

25% improvement in delivery reliability

20% improvement in flexibility

Maximize share growth through effective

risk management

Source: APICS Supply Chain Council 2002 to 2014


SCOR Users Have a Common Set of Motivations to Launch Improvement Efforts

Top 6

1. Achieving operational excellence

2. Implementing supply chain

performance improvements

3. Defining and building an effective and

efficient supply chain organization

4. Improving sales and operations planning

5. Creating a supply chain strategy

6. Globalizing and managing

business processes

Other Notables

Developing supply chain organization

talent, support and competence

Searching for ROI on capacity

Integrating Lean, Six Sigma and SCOR to

build a better project portfolio

Building a technology investment roadmap

Optimizing existing

technology investments

Due diligence as part of a merger

or acquisition

Integrating with the greater value chain

Source: APICS SCC 2015 Survey of over 250 SCOR users.

Our Approach to the Organization


Assessment Roadmap: Prepare to Elevate Performance

The Assessment Roadmap provides a consistent fact-based approach that

leverages SCOR to build organizational buy-in throughout the Assessment cycle


Assessment Roadmap: Ambassador Engagement

APICS Ambassadors engage with Affiliates at the start and end of each phase to

assist in meeting Assessment outcomes.


Assessment Roadmap: Activity Template


The SCOR Process Model and Scope

SCOR flexibly captures end-to-end supply chain configurations.

Supplier CustomerSuppliers’

Supplier

Source

Internal or External

Your Organization

Return

Deliver MakeSource

Return

Plan

Deliver

Return

Source

Return

MakeSource

Return

Plan

Deliver

Return

DeliverMake

Plan

Return Return

Customers’

Customer

Enable

Internal or External

EnableEnable

SCOR MODEL


SCORmark:Claim your competitive advantage

SCOR metric analysis identifies improvement opportunities aligned to

customer satisfaction and business value.

Attributes Metrics Parity Advantage SuperiorTarget Level

Performance

Your

Organization

Gap to

Target

Cu

sto

me

r Fa

cin

g M

etric

s

ReliabilityPerfect Order

Fulfillment (%)77.5% 85.6% 93.7% Advantage 69.2% 16.4%

Responsivene

ss

Order Fulfillment

Cycle Time (days)9.1 6.5 3.9 Parity 7.1 –

Agility

Supply Chain

Flexibility (days)45.0 33.0 21.0

Advantage

15.0 –

Supply Chain

Adaptability (%)35.5% 51.3% 72.0% 10.0% 41.3%

Inte

rna

l Fa

cin

g

Me

trics

Cost

Total Supply Chain

Management Cost

% Revenue

8.7% 5.6% 2.4% Superior 8.1% -5.7%

Asset

Management

Efficiency

Cash to Cash Cycle

Time (days)55.4 30.5 5.5 Parity 160.5 -105.1

Our Approach to Individual Talent Development

26 Confidential © 2013 APICS

APICS and Gartner Approaches

Stage 1

Reacting

Stage 2

Anticipating

Stage 3

Integrating

Stage 4

Collaborating

Stage 5

Orchestrating

Organizational

Performance

Focus

Supply Chain Maturity Assessment

Single Internal

ProcessInternal Supply Chain Processes

Supplier-to-

Customer or

Supplier Single

Instance

Supplier’s

Supplier to

Customer’s

Customer

Individual

Development

Focus

CSCO Leadership Competencies

Principles of

Operations

Management

CPIM (Certified in Production &

Inventory Management)

CLTD (Certified in Logistics,

Transport, Distribution)

CSCP (Certified

Supply Chain

Professional)

SCOR-P and

M4SC Leadership

Training

Functional and Enablers Maturity AssessmentX-Functional and Enablers Maturity

Assessment

Strategic Roadmaps, Best Practices and Case Studies

Performance

Benchmarks

End-to-end Supply Chain Benchmarking

Skills

Assessment

SCORmark Manufacturing,

Distribution, and Retail

SCORmark

EnterpriseShareholder

APICS Gartner


Mechanics of Performance Driven Learning

Experience

Aptitude

Training

Performance(metric)

People(skill)

Practice(best

practice)

Process


SCOR-P Professional Endorsement

APICS Supply Chain

Operations Reference –

Professional Endorsement

Introduction to SCOR model;

Practical application and exercises

3-day workshop; 1 exam

Classroom-based, instructor-led

learning approach

Suitable for certificate programs


APICS CSCP Designation

APICS Certified

Supply Chain Professional

Preferred by employers

20,000+ individuals certified

Self-study and group

study programs

Online and classroom courses

3 study modules; 1 exam

Content reviewed annually


APICS CPIM Designation

APICS Certified in Production

and Inventory Management

Preferred by employers

104,000+ individuals certified

Self-study and group

study programs

Online and classroom courses

5 study modules and exams

Content reviewed annually


APICS Principles Program

APICS Principles of

Operations Management

Modular courseware system

Foundational knowledge spanning

major operations management

activities

5 customizable modules; each

includes 9 sessions and two exams

Classroom-based, instructor-led

learning approach

Suitable for certificate programs

GE

BASF

McCormick

Case Studies


APICS Case Study: GE

With materials management a strategic

lever, GE aligns with APICS partner JPS

to develop a team that improves on-time

deliver by 30 points-the highest

performance in business unit history.

GE Oil & Gas improves customer service and enhances operational efficiency


Case Study - BASF

BASF supply chain management employees create a sustainable

competitive advantage worldwide by working from best practices

shared and implemented throughout the organization.

“APICS is the foundation

of the overall supply chain

learning solutions program.”

Alan Milliken, CFPIM, CSCP

Global APICS Coordinator for the BASF Group


Spice maker transforms supply chain into a global function and strategic asset.

Thirty-three separate supply chain projects

apply the SCOR model and APICS education,

dramatically improving processes, operating

margin and shareholder value.

Created a collaborative, seamless, end-to-end

supply chain organization

Conducted APICS education and applied SCOR

model to align people, process, organization and

technology

Established global standards that empowered

employees

Achieved business goals and realized significant

and positive results in process and continuous

cost improvements

Supply chain transformation contributed to

increased shareholder value

APICS Case Study: McCormick

Continuing the Conversation


APICS for Business - Contact Information

Doug Bell

Business Development Manager

Eastern U.S. Territory

[email protected]

Peter Bolstorff, CSCP, SCOR-P

Executive Vice President

APICS Supply Chain Council

[email protected]

Phyllis Biermann, CSCP

Senior Manager, Corporate Development

Sales Operations

[email protected]

Carolyn Lawrence, SCOR-P

Director, Corporate Development

New Accounts and Sponsors

[email protected]

Dominic Longo, CSCP


Key Accounts

[email protected]

Josh Meyers, CSCP


North America Territories

[email protected]

mailto:[email protected]







Typical Next Steps

1. Validate motivation with key stakeholders

2. Conduct quick maturity assessment

3. Setup a call to discuss APICS for Business subscription

and business case

Thank You

APICS Corporate Development

District and Chapter

Communication Update


Overview

– Launched chapter support program (called DBDM

program) to help chapters sell to businesses (2014)

– For two years investments were made in the program,

but it didn’t gain traction for a variety of reasons

– Concurrently, the merger with SCC expanded APICS’s

corporate offering, but a lack of coordination made it

difficult for companies to fully engage with APICS

– The organization changes are in response to both the

APICS and APICS SCC board requests to improve the

chapter support program and provide a coordinated sales

and delivery experience.

Changes to chapter support program


Lead and Pipeline Performance

Chapter

LeadsQualified Phonebook Closed

263 12% 88% 1.9%

To date, we’ve outlined some

of the program performance

metrics, which were helpful in

driving a more productive

model.

Chapter Leads - leads

received from chapter to

DBDM

Qualified - leads that were

qualified upon pass off to

DBDM

Phonebook - leads to DBDM

but only name and/or

company

Closed - leads that closed

and converted to a class

A look back


Commitment to Chapter Sales Support

APICS remains committed to providing resources to

support chapter sales with a focus on building holistic

corporate relationships and a pipeline of opportunities for

chapters

The DBDM role will transition from contractor with district

accountability to a larger regional/Territory accountability

as an employee of APICS effective January 4

Josh Meyers will be our new Corporate Development

Director focusing on Territory sales; he knows our

products, how to sell them to corporate accounts and how

to engage chapters to deliver training

This Territory sales team will report into the newly

formed Corporate Development function led by Peter

Bolstorff


Corporate Development Team Structure

The Corporate Development team will be organized into

five groups to work together to win, delight, and serve

customers

Proposed organizational structure:– New Account Management: New account sales and onboarding (Affiliate)

– Named Account Management: Existing account growth (Global 2000)

– Territory Account Management: Field sales and coordination with

APICS channel partners

– Corporate Client Services: Management of “back office” processes

– Corporate Programs: Business development and capability delivery

Each group is very important and all of the groups will work

closely together.


Why is this better for chapters?

Corporate leads are additive to chapter leads

The volume of qualified leads will increase

The territory pipeline of opportunities will ultimately

convert to contracted business at a higher success rate

Means to more effectively engage chapters with SCOR

Chapters can still pick up the phone and engage

Territory BDM


Increase Qualified Leads and Size of Pipeline

Chapter Lead

Corporate Lead

Territory BDM

Pipeline


What’s Changing?

Same

– Tawana Collins primary liaison

– Commitment to chapter sales

support

– Headcount (4)

– Client chooses instructor

– Local IDP instructors are “go-to”

– Chapters benefit – local

engagement

– Engage Territory BDM

– Doug Bell covering SE District

– Win-Win-Win program

Different

– Leader

– Reporting structure

– Position titles – Territory BDM

– Permanent employee status

– Some regional re-alignment

– Focus adjustment – Corporate

Development

– Leveraging technology to

maximize time

– No Chapter Opt In/Opt Out

– Chapter Est. Proceeds - TBD


Call To Action: How Chapters Support the Process

Portray Relevancy Provide up-to-date content on the web, social medias, and within

the APICS Partner and Event Finder

Communicate Value Align your message with the customer’s needs and desires

Focus on benefits to the customer vs. benefits of the product

Provide solutions and make it an easy buy

Tell the story of how it’s worked for others (like your prospect)

Provide case studies and references


http://www.apics.org/sites/cbox/marketing/marketing-and-sales/marketing-tool-kits/marketing-to-businesses

Resources Available To Chapters

APICS Marketing To Businesses Toolkit

Use the kit to attract businesses, from

prospecting to nurturing the lead.

Toolkit includes:

• Instructions on how to use the kit to

generate interest in your chapter

• “Business is better with APICS”

graphics for website and email

(shown on the right)

• Website copy and email templates

• CPIM and CSCP for businesses fliers

• Membership for businesses flier

• Principles flier and ppt presentation


Business Cases: Customer Profiles on Web

Share the business cases and videos

to communicate the value of

APICS to corporate clients

www.apics.org/ingersollrand

www.apics.org/ge

www.apics.org/intel

http://www.apics.org/ingersollrand

http://www.apics.org/ge

http://www.apics.org/intel

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