...Commercial Contract & Procurement Optimisation Understanding how the organisation on the other side of the table operates and views risk is an important consideration when entering into commercial negotiations. Knowing what will work in a particular process is also crucial, and having the experience to propose and implement a mutually agreeable solution is the final hurdle. These issues are magnified when the deal is cross border or multi-jurisdictional. We know how to deal with the high pressure issues facing commercial transactions. We provide tactical support in high value commercial negotiations both nationally and internationally. Leveraging our total experience, we act as a “Virtual Commercial Director”, providing experienced overview and negotiation skills, contract drafting capability and post execution implementation and contract management skills. Because we understand and have dealt with the whole range of issues in these circumstances, whether financial, regulatory or personnel, we hit the ground running, thereby speeding up the process and saving time and costs. Commercial Contract Advice and Support Our clients use our capabilities to advise on the bigger picture, and manage external advisers where necessary, to enable management to focus on running the company. Our executives can lead the project as well as work alongside existing management to close transactions. In this way be can assist in a transfer of knowledge to the client for the next transaction. ...
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...We have progressed What do we want? Maximise value of investment Reference Model Competitive Tourism Highly respected SUSTAINABILITY Quality Environmental friendly Energy Efficiency Safety Issues, enablers and recommendations Issues 1. Clarity of outcomes 2. Strategic and integrated planning 3. Innovative Procurement 4. Life Cycle Costing Enablers 1. Human capital development 2. Construction technology 3. ICT Strategic map for improved project delivery in Malaysia Plans ONE MALAYSIA PEOPLE FIRST PERFORMANCE NOW Competitive Reference Model Sustainable Highly respected Safety Quality Tourism Clarity of outcome Strategic and integrated planning Innovative procurement Life Cycle Costing Enablers Human Capital Construction Technology ICT Cost and Impact vs time Impact/Cost Can make fundamental changes Effort not cost effective Less opportunity Consumes valuable time Influence Curve More work needed Little effort Limited to contract matters Effort Curve Not going to change anything Time Implementation Phase Outcome definition PLAN DESIGN TENDER CONTRACT CLOSING 1. Clarity of Outcomes Issues 1 2 3 4 Outcomes versus Output Project alignment to National Physical Plan Competitive edge Alignment to stated policy - labor (e.g IBS), energy efficiency, etc...
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...| |Fall 2013 | | |[pic] | | | | | | | INSE 6290 Quality in Supply Chain Design DISTRIBUTED COORDINATION IN SUPPLY CHAIN MANAGEMENT CONCORDIA UNIVERSITY November 5, 2013 Montreal, Canada 1. INTRODUCTION A supply chain refers to the production and distribution process from raw materials to finished goods. Members of the supply chain are dependent on each other to reduce overall cost and maximize their profit. This dependency, resulting in risk and uncertainty along with benefit, has recently been increasing due to the rapid innovation of information technology, globalization, and outsourcing. A need for coordination mechanism arises from interdependencies between the activities of supply chain members and this need differs depending on sources of complexity and uncertainty. Supply chain coordination is ``a term encompassing cooperation (joining operation), collaboration (working jointly), and integration (combining into an integral whole). It also involves information system alignment (jointly expanding the information structure beyond the boundaries of each supply-chain member). ...
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...RESEARCH PROJECT PROPOSAL A. Research Proposal Student Name: HOANG THI LUYEN Student ID: 1427723 Working Title/Provisional Topic Title: Sustainable supply chain management in recycling industry: A case study of Lavergne Group in Canada. 1. Aims/objectives/Research Questions: 1.1. Research aims The aim of this study is to evaluate the problems associated with securing a reliable and cost effective sustainable supply chain in the recycling industry and elements of Sustainable Supply Chain Management (SSCM). Recycling is a relatively new industry and the amount of recycling in countries varies significantly based on Political, Industry and Community issues. Academic and corporate awareness of sustainable supply chain and logistics issues has increased significantly in recent years (Seuring and Muller, 2008). Whilst demand for recycled raw materials is consistently increasing, the prerequisites for establishing a reliable supply chain are complex. Without a reliable and cost effective supply chain, manufacturers will avoid the use of recycled materials and instead choose less environmentally friendly virgin materials. Regardless of the reason for a company going ‘Green’ and looking for sustainability, there are key market drivers and requirements for such goals to be successful. This paper will examine the key supply chain factors that are required to optimise ...
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...noticeable impact on performance in markets that operated in indirect goods. This is evident in BTTransact, IBX and Proceedo where all markets favoured the buyer and experienced a lot of resistance by suppliers. This in turn had a negative impact on buyer adoption levels. Revenue Model The revenue model can impact upon the adoption levels, number of transactions and volumes traded as was the case with BTTransact, Dealcotton, Eutilia, IBX and Proceedo. O’Reilly and Finnegan state that a subscription based model is the most successful as participants are aware of the cost of use in advance. For example, Proceedo initially adopted a transaction based revenue model charging buyers only. They later changed to a subscription model with fixed-term contracts for a pre-negotiated amount. This increased buyer adoption....
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...IBM Business Consulting Services Challenges for the automotive industry in an on demand environment Seven areas of strategic action Executive brief ibm.com/bcs Contents 1 1 1 3 4 7 Introduction The automotive industry is facing new and pressing challenges. Globalisation, individualisation, digitalisation and increasing competition are changing the face of the industry as we know it. In addition, increasing safety requirements and voluntary environmental commitments by the automotive industry will also contribute to the changes ahead. Size is no longer a guarantee of success. Only those companies that find new ways to create value will prosper in the future. The purpose of this paper is to present a short overview of the automotive industry today and highlight challenges facing the industry. Based on this perspective, we will discuss strategic levers enabling OEMs to transform to on demand enterprises. Introduction Methodology The evolving automotive landscape The on demand challenge Brand management Customer relationship management 10 Core competency management 13 Software management 15 Quality management 17 Product development management 20 Expansion management 22 Strategic steps toward the on demand business 25 Conclusion 25 About the authors 26 About IBM Business Consulting Services 26 References Methodology The information, data and opinions presented in this paper are based on a series of interviews that IBM Business Consulting Services held with...
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...OAO Gazprom Annual Report 2014 The Power of Growth OAO Gazprom Annual Report 2014 Note. This Annual Report has been formed on the basis of Resolution No. 1 of OAO Gazprom’s Management Committee On Organization of Work Related to Holding the Annual General Shareholders Meeting dated 29 January 2015. The terms «OAO Gazprom», «Company» used in the Annual Report refer to the parent company of Gazprom Group, i.e. to Open Joint Stock Company Gazprom. «Gazprom Group», «the Group» or «Gazprom» imply OAO Gazprom and its subsidiaries taken as a whole. For the purposes of the Annual Report, the lists of subsidiaries and affiliates were prepared on the basis used in the preparation of OAO Gazprom’s consolidated accounting (financial) statements in accordance with the requirements of the Russian legislation. Similarly, the «Gazprom neft Group» and «Gazprom neft» refer to OAO Gazprom neft and its subsidiaries, «Gazprom energoholding» refers to OOO Gazprom energoholding and its subsidiaries, Gazprom neftekhim Salavat refers to OAO Gazprom neftekhim Salavat and its subsidiaries. In this Report “companies investments to which are classified as joint operations” define OAO Tomskneft VNC and Salym Petroleum Development N.V. The Annual Report also contains information related to Gazprom Group’s business activities in the future, based on the forecast and estimates of Gazprom’s management derived from the current situation. Actual results may differ from the said forecast and estimates due to the effect...
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...formally accept, review and act upon project change requests. Change requests Requests to expand or reduce the project scope, modify policies, processes, plans or procedures, modify costs, budgets or revise schedules. Requests for change can be direct or indirect, externally or internally initiated and legally or contractually mandated or optional. Only formal, documented requested changes are processes and only approved change requests are implemented. Configuration management Activities focusing on controlling the characteristics of a product or service. A documented process of controlling the features, attributes and technical configuration of any product or service. Sometimes considered a rigorous change control system. Constrained optimisation methods These are complex mathematical formulas and algorithms that are used to predict the success of projects, the variables within projects and the tendencies to move forward with selected project investments. Examples include linear programming, integer algorithms and multi-objective programming. Constraints Any influence on the project that may limit the options of the project team in performing the project work. Decomposition A planning...
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...Transforming Thomas Cook March 13, 2013 Thomas Cook Group plc Disclaimer and cautionary statement This presentation is for information purposes only and does not constitute an invitation or inducement to underwrite, subscribe for or otherwise acquire or dispose of (or engage in any other investment activity in relation to) any Thomas Cook Group plc (“Thomas Cook”) shares or other securities. No part of this document, nor the fact of its distribution, should form the basis of, or be relied on in connection with, any contract or commitment or investment decision whatsoever. This presentation contains certain ‘forward-looking statements’. These include statements which are not statements of historical fact and may include, among things, statements relating to Thomas Cook’s strategies, plans, objectives, initiatives and targets, its businesses, outlook, potential future growth, operations, financial condition, results of operations and growth prospects, liquidity, capital resources and capital expenditures, expected industry trends and development of markets, anticipated cost savings, anticipated uses of cash and the expected outcome of contingencies, as well as the intention, beliefs or current expectations of Thomas Cook and/or its directors concerning the foregoing. The words “believe,” “expect,” “anticipate,” “intends,” “estimate,” “forecast,” “project,” “will,” “may,” “should” and similar expressions identify forward-looking statements. Forward-looking statements involve...
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...Challenges Project Management in Bangladesh : Positive Factors: 1. Growing economy, scope for fresh and new projects, need for infrastructural facilities. 2. Availability of resources. 3. Abundance of manpower. 4. Urge for development. 5. Adaptability of manpower vis-à-vis technologies. Negative Factors: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22 23. 24. 25. 26. 27. 28. 29. Poor & very inadequate technical bases. Inadequacy of research & trained manpower. Serious brain drain. Lack & inadequacy of infra-structural facilities. Corruption (resource utilization is only 40% effectively). Very poor project planning. Data bank lacking & highly inaccurate. Dearth of experienced & hardworking and honest entrepreneurs. Poor general economic conditions & low per capita income. Size of market & buying capacities. Uncongenial legal framework. Absence of good governance. Unfriendly administrative machinery. Irrational fiscal policy. Weak & ineffective capital market. Inefficient monitoring of banking structure & banking policy. Default culture. Absence of business ethics. Lack of political will. High political risk including instability. Precarious law & order situation. Bangladesh is classified as “high risk” country. Low savings - GDP ratio. Majority of the population lives below poverty level. Low literacy rate & lack of civic sense, patriotism, and sense of belongingness. Unhealthy distribution of income and concentration of most of the wealth of the...
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...Air Asia – Strategic IT Initiative Submitted by: Charles Kho Sandy Hofman Aruan Christian Tjitrahardja Ramaratnam Narayanaswamy Faculty of Economics and Commerce University of Melbourne 2005 306-669 Strategic Enterprise Systems Group Project Executive Summary IT is one of the major enablers of AirAsia’s successful low cost business model. Based on the environmental scanning performed, the demand for Low Cost Carrier (LCC) is expected to expand rapidly attracting more players to join the market thus increasing the degree of rivalry within the industry. In responding to this condition, it is imperative for AirAsia to continuously identify new sources of cost advantage so that it can provide the lowest possible price to the price sensitive customer and improve its market position. In this project, Advanced Planning and Scheduling (APS) system is recommended as the new source of AirAsia’s cost advantages. Using Venkatraman and Henderson’s model APS fits smoothly to the Technology Transformation Perspective where business strategy acts as a driver. The functionalities provided by APS system to improve AirAsia’s performance include event management technology, supplier portals, inventory planning, demand forecasting, maintenance management, and route profitability analysis. As a result of implementing APS system, AirAsia can obtain both strategic and operational benefits. AirAsia is strongly recommended to outsource the development of APS system. As project management...
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...Air Asia – Strategic IT Initiative Submitted by: Charles Kho Sandy Hofman Aruan Christian Tjitrahardja Ramaratnam Narayanaswamy Faculty of Economics and Commerce University of Melbourne 2005 306-669 Strategic Enterprise Systems Group Project Executive Summary IT is one of the major enablers of AirAsia’s successful low cost business model. Based on the environmental scanning performed, the demand for Low Cost Carrier (LCC) is expected to expand rapidly attracting more players to join the market thus increasing the degree of rivalry within the industry. In responding to this condition, it is imperative for AirAsia to continuously identify new sources of cost advantage so that it can provide the lowest possible price to the price sensitive customer and improve its market position. In this project, Advanced Planning and Scheduling (APS) system is recommended as the new source of AirAsia’s cost advantages. Using Venkatraman and Henderson’s model APS fits smoothly to the Technology Transformation Perspective where business strategy acts as a driver. The functionalities provided by APS system to improve AirAsia’s performance include event management technology, supplier portals, inventory planning, demand forecasting, maintenance management, and route profitability analysis. As a result of implementing APS system, AirAsia can obtain both strategic and operational benefits. AirAsia is strongly recommended to outsource the development of APS system. As project management...
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...Air Asia – Strategic IT Initiative Submitted by: Charles Kho Sandy Hofman Aruan Christian Tjitrahardja Ramaratnam Narayanaswamy Faculty of Economics and Commerce University of Melbourne 2005 306-669 Strategic Enterprise Systems Group Project Executive Summary IT is one of the major enablers of AirAsia’s successful low cost business model. Based on the environmental scanning performed, the demand for Low Cost Carrier (LCC) is expected to expand rapidly attracting more players to join the market thus increasing the degree of rivalry within the industry. In responding to this condition, it is imperative for AirAsia to continuously identify new sources of cost advantage so that it can provide the lowest possible price to the price sensitive customer and improve its market position. In this project, Advanced Planning and Scheduling (APS) system is recommended as the new source of AirAsia’s cost advantages. Using Venkatraman and Henderson’s model APS fits smoothly to the Technology Transformation Perspective where business strategy acts as a driver. The functionalities provided by APS system to improve AirAsia’s performance include event management technology, supplier portals, inventory planning, demand forecasting, maintenance management, and route profitability analysis. As a result of implementing APS system, AirAsia can obtain both strategic and operational benefits. AirAsia is strongly recommended to outsource the development of APS system. As project management...
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...Chapter 12 Project Finance David Gardner and James Wright HSBC Introduction The purpose of this chapter is to provide an overview of Project Finance. This chapter will outline what Project Finance is, the key features which distinguish it from other methods of financing, the motivations and circumstances for utilising it and the typical structuring considerations therein. Moreover, it will be shown to be a method of infrastructure finance 1 which has become increasingly relevant in the wake of the Global Financial Crisis 2 . What is Project Finance? Project Finance can be characterised in a variety of ways and there is no universally adopted definition but as a financing technique, the author’s definition is: “the raising of finance on a Limited Recourse basis, for the purposes of developing a large capitalintensive infrastructure project, where the borrower is a special purpose vehicle and repayment of the financing by the borrower will be dependent on the internally generated cashflows of the project” This definition in itself raises a number of interesting questions, including: What do we mean by ‘Limited Recourse’ financing – recourse to whom or what? Why is Project Finance typically used to finance large capital intensive infrastructure projects? Why is the borrower a special purpose vehicle (SPV) under a project financing? What happens if the internally generated cashflows of the project are not sufficient to repay the financiers of the project? These points will...
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...SUPPLY CHAIN UPPLY HAIN MANAGEMENT ANAGEMENT Report produced for the EC funded project INNOREGIO: dissemination of innovation and knowledge management techniques Sotiris Zigiaris, MSc, BPR engineer by BPR HELLAS SA J ANUARY 2000 1 SUPPLY CHAIN MANAGEMENT Contents 1 Description 1.1 1.1.1 1.1.2 1.1.3 1.1.4 What is the Supply Chain Management (SCM) What is the importance of Supply Chain Management Supply Chain Management Today Supply Chain Management Tomorrow The Supply Chain Management Pipeline 1.2 Objectives of the Supply Chain Management 1.3 Supply Chain principles/ Methodology and Solutions 1.3.1 Supply Chain Principles 1.3.2 Methodology of a Supply Chain Management project-solutions 1.4 Expected results/ benefits 1.4.1 Opportunity areas (examples) 1.4.2 There for the Taking 1.5 Characteristics of firms/ organisations and service providers 2 Application 2.1 Where the technique has been applied 2.1.1 How can Supply Chain Management (SCM) be applied to an organisation? 2.2 2.3 2.4 2.5 Types of firms/ organisations where SCM can be applied Duration and implementation cost of Supply Chain Management Conditions for implementation European organisations supporting the implementation of the method 3 Implementation procedure 3.1 Steps-actions/ phases 3.1.1 Implementing a competitive approach to Warehousing and Distribution 3.2 3.3 Partial techniques and tools included in each...
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