APICS For Business - APICS Southeast District For Business Douglas G. Bell, MBA Business Development...
Transcript of APICS For Business - APICS Southeast District For Business Douglas G. Bell, MBA Business Development...
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
3 © APICS Confidential and Proprietary
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
5 © APICS Confidential and Proprietary
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)
7 © APICS Confidential and Proprietary
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.
8 © APICS Confidential and Proprietary
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.
9 © APICS Confidential and Proprietary
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
10 © APICS Confidential and Proprietary
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
12 © APICS Confidential and Proprietary
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
13 © APICS Confidential and Proprietary
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
14 © APICS Confidential and Proprietary
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
17 © APICS Confidential and Proprietary
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
18 © APICS Confidential and Proprietary
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.
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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
21 © APICS Confidential and Proprietary
Assessment Roadmap: Ambassador Engagement
APICS Ambassadors engage with Affiliates at the start and end of each phase to
assist in meeting Assessment outcomes.
23 © APICS Confidential and Proprietary
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
24 © APICS Confidential and Proprietary
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
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
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Mechanics of Performance Driven Learning
Experience
Aptitude
Training
Performance(metric)
People(skill)
Practice(best
practice)
Process
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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
29 Confidential © 2013 APICS
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
30 Confidential © 2013 APICS
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
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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
33 © APICS Confidential and Proprietary
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
34 © APICS Confidential and Proprietary
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
35 © APICS Confidential and Proprietary
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
37 © APICS Confidential and Proprietary
APICS for Business - Contact Information
Doug Bell
Business Development Manager
Eastern U.S. Territory
Peter Bolstorff, CSCP, SCOR-P
Executive Vice President
APICS Supply Chain Council
Phyllis Biermann, CSCP
Senior Manager, Corporate Development
Sales Operations
Carolyn Lawrence, SCOR-P
Director, Corporate Development
New Accounts and Sponsors
Dominic Longo, CSCP
Director, Corporate Development
Key Accounts
Josh Meyers, CSCP
Director, Corporate Development
North America Territories
38 © APICS Confidential and Proprietary
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
41 © APICS Confidential and Proprietary
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
42 © APICS Confidential and Proprietary
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
43 © APICS Confidential and Proprietary
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
44 © APICS Confidential and Proprietary
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.
45 © APICS Confidential and Proprietary
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
46 © APICS Confidential and Proprietary
Increase Qualified Leads and Size of Pipeline
Chapter Lead
Corporate Lead
Territory BDM
Pipeline
47 © APICS Confidential and Proprietary
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
48 © APICS Confidential and Proprietary
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
49 © APICS Confidential and Proprietary
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
50 © APICS Confidential and Proprietary
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