Tactics for Commercial Logistics/ Supply Chain Business Development

1 | 2013 NIB/NAEPB National Conference and Expo


Tactics for

Commercial Logistics/

Supply Chain Business Development

Dale Cottongim


Presentation Agenda

Part 1: Logistics and the Supply Chain? What are they? Where does NPAs fit in?

Part 2: Logistics Business Development (BD) Recap of Panel Discussion Tools/Exercises


Before

Proper Prior Preparation (PPP) Know Your Business Know Your Customer Know Your Value-Added Proposition

Commercial business is primarily about profit.


Part 1: What is the Supply Chain?Supply Chain is the flow of materials, information, and finances as they move in a process from the origin point to the end consumer.

Logistics involves all of the planning, execution & control required to successfully deliver the product to the end consumer.

The goal is to optimize this flow to achieve low cost and high customer service.


Supply Chain Services 3PL – 3rd Party

Logistics

• Packaging Reclamation

• Warehousing

• Call Centers/ Help Desks

• Document Scanning

• Manufacturing

• Packaging

• Distribution

• Mail Room Operations Management

• Document Archiving

• Contract Closeout

• Parts Machining

• Admin Staff

• BSCs


Supplier Manufacturing Dealer / Retail ConsumerTransportation

Infrastructure & InformationIT IT

Contracts Finance MarketingCustomerInterface

HR

Inbound Manufacturing Distribution Sale/After-Sale Reverse

Supply Chain and Logistics


Supplier Manufacturing Dealer / Retail ConsumerTransportation

Infrastructure & InformationIT IT

Contracts Finance MarketingCustomerInterface

HR

Inbound Manufacturing Distribution Sale/After-Sale Reverse

NIB in the Supply Chain

The collective view of all

NPAs


Value Proposition Considerations Cost Competitive Work Force. Quality high – in product or service.

Returns low. Employee Turnover – Low.

Hidden Benefit to Customer – Learn job with continued improvement at no additional cost.

Can be both the manufacturer and fulfillment agent for some products (3PL).

Leverage Government base of work. Unlikely to go out of business.


Value Proposition Consideration U.S.A. Workforce. Community Goodwill/Contributor.


What The Commercial Customer Wants

Quality – NPA strength. Cost – An area to explore. Reliable Delivery – NPA strength. Speed of Response – A potential NPA

weakness. Proactive vice Reactive – Varies by person and

agency Professional Interaction


The Proposal Pieces Opportunity Identification Customer Profile NPA Relevant Performance NPA Value Added NPA Pricing


BD Tools - Exercise

Goal: Opportunity Identification Identify how and where the data is collected to

respond to a customer.

Time: 5 minutes.


BD Tools - Discussion

Commercial Opportunity Identification No FedBizOpps – but still applicable. Networking Conferences/Tradeshows Current Events

Oklahoma Economic Indicators – August 2013 Disappearing Jobs in the USA – USA Today August 30, 2013

Data Services (Scarborough, Gartner) Consultants


BD Tools - Exercise

Goal: Customer Profile Identify how and where the data is collected to

respond to profile a customer.

Time: 5 minutes.


BD Tools - Discussion Customer Profile

Internet Internal Website LinkedIn – Company Site and Employees General:

Company Leadership and Current News Business Approaches Business Partners (or Not) Employee Salary Data Internet Chatter

Approach to Problem Resolution “We understand that sometimes even with the best communication, problems will arise. We will work with our Customers to resolve their concerns to both our satisfactions. To accomplish this, we draw upon the experience and expertise of our personnel by providing problem resolution tools for our Customers. These tool include aiding communication improvement, gap analyses, six sigma tools, root cause analysis, process mapping, decision making techniques, situation appraisals and coaching/counseling of employees.”

Sayres and Associates Quality Assurance Website


BD Tools - Exercise

Goal: Relevant Performance & Value-Add Identify NPA relevant performance and value-add to a

an opportunity.

Time: 5 minutes.



NPA Relevant Performance Contracts – current and completed

Be careful of outdated material Marketing Materials Old-Timers Proposals Employee appraisals

NPA Value Add Tie past performance, capabilities, and approach

together to create the value-added.

Best answer is an up-to-date dataset.


BD Tools - Exercise

Goal: Pricing Identify how and where the data is collected to price

an opportunity.

Time: 5 minutes.



NPA Pricing Finance Contracts Process Review – what are the process steps driving

costs? Can they be modified? Indirect Costs – Can I adjust my pricing based on

risk? Up or down?

Commercial – Quality, Price, Delivery


BD Tactics Summary

Speed up your process. Organization:

Create a cell within the NPA to focus on commercial. Streamline approval process. Set time limits, primary and

alternate approvers. Process

Review pricing factors without a proposal pushing your review.

Determine if an opportunity is strategic or short-term – may impact your pricing.

Create pricing templates. Create past performance templates


BD Tactics Summary

Speed up your process. Process

Collect past performance centrally. Catalog them for future use.

For core services and products, have pricing already developed that can be modified as needed to fit requirements.

Organize your people. By process, by commercial and government….

Focus on a core set of functions for opportunities vice chasing anything and everything.


BD Tactics Summary

Speed up your process. Process

“A well developed, detailed proposal database is an exceptional tool which significantly increases volume and quality while reducing the cost of submitting a proposal. We have witnessed the savings – in time and cost – of a well-developed proposal library. The results are dramatic – a reduction of up to 30% in time and labor preparing a proposal.” Strategic Creations


Before

Proper Prior Preparation (PPP) Know Your Business Know Your Customer Know Your Value-Added Proposition

Commercial business is primarily about profit


Contacts

Dale CottongimConsultant, Supply [email protected]

Tactics for Commercial Logistics/ Supply Chain Business Development

Documents

Transcript of Tactics for Commercial Logistics/ Supply Chain Business Development