PowerPoint Design Services for Management Consultants,Private Equity Investors and Companies

© 2006 - 2011 Outsource Professional Services - All rights reserved

PowerPoint Design Services for Management Consultants, Private Equity Investors and Companies

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January 2012

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1 I, G, A, P only languages, Bulgaria

Skill assessment and professional development in a global environment are key success factors

Main Activities

Increased job rotation within procurement

International assignments (including frequent exchanges with CEE countries)

Cross functional people exchange

Formalised GP professional development paths

Dedicated high potential programmes

Skill assessment program

Base

Mature

Advanced Leadership / Social

Customer

Supplier

Supply market

Contracting

Negotiation

Mana- gerial

Language 5 4

2 3

1

1

2

3

4

5

6

7

8


Country Region Europe / Global

New business models

Common systems and processes

Current systems and processes

xxx

xxx

xxx

xxx

xxx

xxx xxx

xxx

xxx

xxx

xxx xxx

xxx xxx

xxx

xxx

xxx

xxx

xxx

xxx

xxx

xxx

xxx xxx xxx xxx

Standard- ization Level

Consolidation Level

Achieved

Current Trend

Financial Svcs Industry

Other Industries

Driven by the current challenges, Companies are moving towards global models together with standardized / common processes and systems

Procurement Organization Model Trends


Purchasing leaders Middle of the pack Purchasing followers Your company

30

30

30

30

30

30

0 1.0 5.0 2.0 3.0 4.0

xx% xx% xx%

Your company’s purchasing health score

Average purchasing survey score1

XXXXX has potential to improve purchasing health

1 Average purchasing scores by performance: purchasing followers x.x, Middle of the pack x.x, and Purchasing leaders x.x

Share of participants, Percent


Strategic alignment and posture

Strategic value chain impact

Performance manage-

ment

Knowledge and infor-

mation mgmt.

Average scores Your company: x.x Your industry: x.x All companies: x.x

XXXXX’s purchasing health compared to industry

Mindsets and aspirations

Talent manage-

ment

Category value creation

strategies

Category purchasing processes

0 1 2 3

4 5

Cross- functional

collaboration

Organiza-tional

structure

Structure and systems

Category management and execution

Capabilities and culture

Strategic alignment

Range of xx% of companies in industry

Your company Banking Industry average (sample size xx)


… with an extensive geographical presence in Europe

Countries where the Group operates via local banks

controlled or in which it has a significant equity interest

xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx

Countries where the Group operates via its own branches, representative

offices, small banking subsidiaries, or investment centers (Pioneer)

DE – xxxxx AT – xxxxx IT – xxxxx AZ – xxxxx Baltics – xxxxx BA – xxxxx

xxxxx BG – xxxxx HR – xxxxx CZ – xxxxx HU – xxxxx

KZ – xxxxx KG – xxxxx PL – xxxxx RO – xxxxx RU – xxxxx RS – xxxxx SK – xxxxx SI – xxxxx TJ – xxxxx TR – xxxxx UA – xxxxx

European branch network and banking subsidiaries


Enhancement of support and control over procurement activities through processes and tools

PO activities are, at present, not systematically supported / monitored with IT tools. Major investments are needed in order to obtain an end-to-end control / management over the whole PO value chain

Level of control

MS Office (AS IS)

Cost MIS

Semanti Engine

Manual Cockpit based on Office applications (excel)

Dynamic spending analysis tool

Mono-dimensional analysis (limited category views)

Full spending analysis

Multi-dimensional analysis (global category view)

Based on

Negotiations data

Spend data Spend data

All Region Process need to be modified

in order to have LTA coverage

Budget management

Demand management

Vendor management

Negotiation Fulfillment Payment Spend analysis

Must have

Example of improvement needed / GAPs vs. best practice Improvement needed in Monitoring & Reporting tools

Spending action planning

Identification / strandardization of goods / services needed

Demand consolidation at Group level

Vendor selection

Vendor qualification

Vendor list

Vendor rating-ranking

Vendor monitoring

Vendor management

Approval workflow

On line-off line negotiation management

Operational contest

Derogation excep-tion to approval rules

Contract manage-ment alert

Contract search page

Monitoring and reporting

Vendor management Negotiation Demand

management

Not supported by IT tools Fully supported by IT tools


XXXXX profile show a combination of high coverage and high performance among FS peers

Efficiency benchmark of sourcing functions

xxxx Average per item Best in class per item

Coverage ratio

Volume per buyer

Stakeholder process management

Supplier relationship management

Sourcing function ROI

Savings rate

Automation level

High

High

High

Medium

High Medium Low Low

Low

Skills and seniority Medium

Medium


While XXXX has xx% market share on time spend in GER, in RU XX% of time spend is not allocated by one of the larger property portals

DRAFT Total Minutes (Million)

Category Unique Visitors

(000)

Avg. Min per Visitor


(000)



(000)



(000)



(000)


XXXX x,xxx xx.x XXXX x,xxx xx.x XXXX x,xxx xx.x XXXX x,xxx x.x XXXX x,xxx x.x

XXXX x,xxx xx.x XXXX x,xxx xx.x XXXX x,xxx xx.x XXXX xxx x.x XXXX xxx x.x

XXXX x,xxx xx.x XXXX x,xxx xx.x XXXX x,xxx xx.x XXXX xxx x.x XXXX xxx x.x

XXXX xxx xx.x XXXX x,xxx x.x XXXX x,xxx x.x XXXX xxx xx.x XXXX xxx x.x

XXXX xxx x.x XXXX Xxx x.x XXXX xxx xx.x XXXX xxx x.x XXXX xxx x.x

XXXX xxx x.x XXXX xxx x.x XXXX xxx x.x XXXX xxx x.x XXXX xxx x.x

xx%

xx%

xx%

xx% xx% xx%

xx%

xx%

xx%

xx%

xx%

xx% xx% xx%

xx%

xx%

xx% xx%

xx%

xx%

xx%

xx%

xx% xx%

xx%

xx%

xx%

xx%

Germany France United Kingdom Russia Italy


Unterschiedliche Themencluster befüllen die Innovationspipeline

1 <______________>

Premiumservice Nachfrager

Kerngeschäft A

Share of Wallet – Anbieter

Innovations - Pipeline

Pricing 3.0

Quellenvernetzung

Maklersoftware

Makler- Brachenbuch

Regio Pricing

Variables Pricing

…

Immo-Spezialthemen1 F

Gewerbe plattform Studenten-WG

Regiomärkte (z.B.Saarland) Provisionsfrei

Rund um die XXXX B

Bewertungsportal

Dienstleistersuche

Adsales Strategie E

Neue Werbeform

Targeted Behaviour

Social Web Vermarktung D

Social Search

Social Sales / Anbieter Leadgeneration

Mobile Offensive C

XXXX

XXXX (Energieausweis, Umzug-sliste, Mobile Couponing)

Augmented Reality Kern Wach- stum

Opti- onen


Wir schlagen vor, zunächst Produktcluster „Sharing” (I, III, IV, IX) umzusetzen

D. Social Web Verwaltung

Cluster von Netzwerkeffekten

Produkt- vorgaben

Nachfrager Anbieter

Kostenlos Kostenpflichtig / Umsatzgenerierend Kostenlos Kostenpflichtig /

Umsatzgenerierend

Übertragung von Aktionen der xxx Nachfrager/Anbieter ins Social Internet

1 Collaborative Search

I f t w

Collaborative Evaluation

II f t w

Übertragung von xxx Content/Tools ins Social Internet

2 Social Infos & Services

VI f t w

Immo-Marktplatz „Full Service“

v f t w

Aktionen durch neuen xxx Content/Tools im Social Internet führen zu xxx

3 Fun Apps Mein Balkon Meine WG & Ich Wohnquartett

VII f t w

Einbindung des Social Internet auf xxx durch existierende Schnittstellen oder eigene xxx Lösungen

4 XXXX Own Social Stream

IX X

Collaborative Evaluation

II f t w

xxx internal Social Stream Watch

Nutzung zu Business Intelligence und Kommunikation

5 Social Stream Sales

XI f t w

XII

Umsatzmodelle auf Basis von Adsales

f t w

Collaborative Search

III

f

t

w

Social Infos & Services

VI

f

t

w

Immo-Markt- platz „No Frills“

VIII f t w

Fun Apps für Anbi- eter–virales Video

VII f t w

XXXX Own Social Stream

IX

X

Leadgeneration für Anbieter auf XXXX

IV

f

t

w

Immo-Marktplatz „Full Service“

V

Competitive Insight Page Tweet Backtype

X X

Leadgeneration für Anbieter

IV f t w

f t w

f Facebook t twitter w wer-kennt-wen x Ohne Social Internet Anbindung Priorisierter Produktvorschlag

f

t

w


The different Facilities Management engagement models differ in terms of financial impact and change management challenge

Approaches to Facilities Services Sourcing

The trend is towards multi-category outsourcing, reflecting increasing supply market capability in this area over recent years

Breadth of Impact

Cha

nge

man

agem

ent c

halle

nge

High

Low

High

Individual services sourcing

“Total FM” outsourcing

Bundled services sourcing

Low

Catering

Cleaning

Security

Building maintenance

“Property management”

“Total Package” Outsourcing


X.X Major inbound transportation lanes

Key Supply Chain Paths for UK Plants

UK # of Carriers Direct material spend Inbound transport spend

Suppliers Import ports

xx x

xx $xxm $x.xm

# of Carriers Direct material spend Inbound transport spend

Suppliers x

xx $xxm $x.xm Europe

US # of Carriers Direct material spend Inbound transport spend

Suppliers Export Ports

xx x

xx $xxm $x.xm

Mexico # of Carriers Direct material spend Inbound transport spend


x x x

$xxm $x.xm

India # of Carriers Direct material spend Inbound transport spend


xx x x

$xxm $x.xm

China # of Carriers Direct material spend Inbound transport spend


x x x

$xxm $x.xm

Japan # of Carriers Direct material spend Inbound transport spend


x x x

$xxm $x.xm

# of Carriers Direct material spend Inbound transport spend


x x x

$xxm $x.xm

Brazil

UK

Section 3: Selected Insights

Reviewing the data from the detailed supply chain templates and the Schneider database indicates opportunities to rationalize the number of carriers, freight forwarders, and export agents by focusing on the key lanes of interest. Six lanes make up most of the transportation spend but we plan on analyzing all 8 lanes below


Premium Freight Management

Optimizing Premium Freight Transport

Section 4: Recommendations

Benefits

Optimal cost for required delivery parameters (e.g., Next day vs. 3 day vs. next week)

Robust tracking of premium events enabling potential process improvements

Premium Freight group held account-able for lowering overall cost / kilo for Premium Freight

Location Time requirements Weight / cube

Provide options within 4 hours Based on CMI load

Option A XXX

Option B XXX

Option C XXX

Option D XXX

Delivery

Material planner

Premium freight management team

Select & recommends

Option B in Web portal Plant manager (P&L owner)

Approves request

In Web portal Pickup scheduled

(Need to delivery to EBU to con-solidate with load by 1 pm GMT)

Requirements

Availability Negotiated

Rates

XXX

XXX

XXX

Web portal Request 4 hr

Routes turnaround

Preferred carriers

Material planner

Cost 1 Day $ xx k

3 Day $ xx k

1 week $ x k

1 Day $ xx k

Inputs a request Spot rates

Material planner gives a request ???

Web portal

Establishing a premium freight management group that has accountability for lowering the cost per kilo for premium freight while also tracking and reporting on Premium Freight requests has great potential in

lowering Cummins’ overall Premium Freight expense


Load Consolidation

Load Consolidation and Mode Shifting

Section 4: Recommendations

Pre-requisites

ERP TMS

WMS- Red Prairie

Software as service Mercury gate GT nexus Others

xPL Managed transport offering

Geographic lanes for consolidation

India to UK • Nhava Sheva

China to UK • Shanghai

Europe to UK

US to UK • Expand CEVA EBU

relationship to all plants

• Halifax • Portsmouth

Solution design

Existing India

Daventry

Darlington

Stamford

Supplier B

Supplier C

Supplier A

FCL bi-weekly

LCL Monthly

LCL Quarterly

Proposed India

Virtual Decon Option A

Daventry

Supplier A

Supplier B

Supplier C

FCL Weekly

Dave- ntry

Dar- lington

Stam- ford

Option B

Darlington Stamford

X-Dock

FCL weekly

Real or vir-tual con-solidation India

Mode shifting / load consolidation and increasing container utilization will require some type of TMS either through internal ERP or outsourcing to a xPL. The main opportunity areas for the EMEA XXXXX project are the Europe to UK, India to UK, China

to UK and US to UK routes. However any solution chosen will also enable same efficiencies for other regions of the world


Calculate from needs per family 1

Analyze prior PIC vs. actual for past month

2

Initialize new PIC 3

Adjust operations plan 4

Internal capacity planning (Load profile / HR) (Compare load profile to min. / max. capacity)

5

External capacity planning (Critical Materials Needs) (Check feasibility)

6

Rework / optimize plan PIC actors (Load balancing, anticipation…)

7

Prepare monthly meeting (Measure adherence to Production, Procurement, RH, Financial plans)

8

PIC monthly meeting 9 Action plan Agreed PIC

Rework optimize plans with PIC actors

7 Optimize plan + eventually remaining issues necessitating mgt decisions

Monthly PIC meeting

9

Actual production past month Prior P/C outputs Current PDP

Calculate from needs per family

Inventory on hand per <___> item

Initialize new PIC

Analyze prior PIC

Adjust Operations Plan

4 Objectives / Rules Macro routings / bill

of labor

Plan to be optimi- zed / vali-

dated

Internal capacity planning (for bottleneck)

5 External capacity planning / for critical materials

6 Macro BOM

Prepare monthly meeting

8 Each PIC actor knows the new figures and has eventually worked with the PIC coordinator to solve issues

Yes

Family / Vehicle / OCTs plant

Family level

Item level

PIC macro process

Processing (1/10)

1 3 2


Predictability Adaptation of scheduled interventions

Unscheduled intervention

Cost for the suppliers

IT

R&D

Reliability


Steps description

Collection certificate truck entry to new parking

0

Security check 1

Registration freight more

2

Safe conduct to main parking

3

Call (to loading) 4

Weighting of truck 5

Loading 6

Client complaints

“Some clients enter the parking where as there is no place left”

“Some ordinary clients pass directly to main parking”

“Having a track OK is not always enough”

“I never know who is gone to pass”

Track journey across Honolulu plant

2 Control area

1

New parking

Other companies

[Road]

[Guardrail]

x/x x/x

4

5

Main parking

3

Front gate Driver corner (TV, shower)

Coffee bag

6

Truck weight

Honolulu plant

Office sales administration

0

Factory

Other companies

Loading process description (XXX)= Indications for production


Population by age & sex on July 1, 2007 Population by sex & area, on July 1, 2007

Birth rate, mortality & natural increase

xxxx

50 250 200 150 100 0 50 250 200 150 100 0

1 5

10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95

100 Male Female Age

Female

xx.xx%

Male

xx.x%

Rural

xx.x%

Urban

xx.x%

Sex Area

Rates per x,xxx inhabitants Mortality rate Birth rate

Positive natural increase Negative natural increase

0

10

20

30

1960 1970 1980 1990 2000 2010

Demographic development of Romanian population

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