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

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

Sample Chart Library
January 2012
Confidential

© 2006 - 2011 Outsource Professional Services - All rights reserved

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

Skill assessment program Main Activities

 Increased job rotation within
1 Customer procurement
5  International assignments
8 Language 4 2 Supplier (including frequent exchanges with
CEE countries)
3
 Cross functional people exchange
2
7 1  Formalised GP professional
Mana- 3 Supply development paths
gerial Base market  Dedicated high potential
programmes
Mature

Advanced
6 Leadership / 4 Contracting
Social
5 Negotiation

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

© 2011 Outsource Professional Services - All rights reserved Sample slides jk_Updated.ppt

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

Procurement Organization Model Trends

xxx
xxx
xxx
New business xxx
xxx
models xxx
xxx xxx
xxx xxx xxx
xxx xxx
xxx
Standard- xxx xxx
Common systems
ization xxx
and processes xxx
Level xxx
xxx xxx xxx xxx
xxx

xxx
Current systems xxx
and processes

Country Region Europe / Global

Consolidation Level

Achieved Financial Svcs Industry

Current Trend Other Industries


XXXXX has potential to improve purchasing health

Share of participants, Percent

xx% xx% xx%

30
Your company’s
purchasing
30 health score

30

30

30

30

0
1.0 2.0 3.0 4.0 5.0
Average purchasing survey score1

Purchasing leaders Middle of the pack Purchasing followers Your company

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


XXXXX’s purchasing health compared to industry
Strategic
alignment

Strategic align-
ment and
Knowledge posture
Mindsets and Capabilities
and infor-
aspirations and culture
mation mgmt. 5
4
Talent
Performance 3
manage-
manage- 2 ment
ment
1
0
Cross- Category
Structure
functional value creation
and
collaboration strategies
systems

Category
Organiza- purchasing Category
Average scores
tional processes management
 Your company: x.x structure and execution
 Your industry: x.x Strategic value
 All companies: x.x chain impact

Your company Banking Industry average Range of xx% of
(sample size xx) companies in industry


… with an extensive geographical presence in Europe

European branch network and banking subsidiaries

Countries where the Group Countries where the Group operates
operates via local banks via its own branches, representative
controlled or in which it has offices, small banking subsidiaries, or
a significant equity interest investment centers (Pioneer)
 xx  DE – xxxxx  KZ – xxxxx
 xx  AT – xxxxx  KG – xxxxx
 xx  IT – xxxxx  PL – xxxxx
 xx  AZ – xxxxx  RO – xxxxx
 xx  Baltics – xxxxx  RU – xxxxx
 xx  BA – xxxxx  RS – xxxxx
 xx xxxxx  SK – xxxxx
 xx  BG – xxxxx  SI – xxxxx
 xx  HR – xxxxx  TJ – xxxxx
 xx  CZ – xxxxx  TR – xxxxx
 xx  HU – xxxxx  UA – xxxxx
 xx
 xx
 xx
 xx
 xx


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

Budget Demand Vendor Spend
Negotiation Fulfillment Payment
management management management analysis

Not supported by IT tools Fully supported by IT tools

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

Level of control
Demand Vendor Must have Semanti Engine
Negotiation
management management

 Spending action  Vendor selection  Approval workflow Cost MIS
planning MS Office
 Vendor  On line-off line
 Identification / qualification negotiation (AS IS)
strandardization of management
 Vendor list
goods / services
 Operational contest
needed  Vendor rating-
ranking  Derogation excep-  Manual Cockpit  Dynamic spending  Full spending
 Demand based on Office analysis tool analysis
tion to approval rules
consolidation at  Vendor applications (excel)  Mono-dimensional  Multi-dimensional
Group level monitoring  Contract manage-
analysis (limited analysis (global
ment alert
category views) category view)
 Contract search page
Based  Negotiations  Spend data  Spend data
Vendor management  Monitoring and on data
reporting
All Region
Process need to be modified
in order to have LTA coverage


Efficiency benchmark of sourcing functions

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

Sourcing
Coverage ratio function ROI

Volume per Automation
buyer Low level
Medium High
Low Low

Medium

Medium
High Medium
Skills and seniority
Stakeholder High
process
management
High
Supplier relation-
ship management

xxxx Average per item Best in class per item


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

Total Minutes (Million) DRAFT

Germany France United Kingdom Russia Italy

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%

Unique Avg. Unique Avg. Unique Avg. Unique Avg. Unique Avg.
Category Visitors Min per Category Visitors Min per Category Visitors Min per Category Visitors Min per Category Visitors Min per
(000) Visitor (000) Visitor (000) Visitor (000) Visitor (000) Visitor

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


Unterschiedliche Themencluster befüllen die Innovationspipeline

A
Kerngeschäft B
Rund um die XXXX
Share of Wallet – Premiumservice
Pricing 3.0
Anbieter Nachfrager Bewertungsportal
Quellenvernetzung Regio Pricing …
Dienstleistersuche
Maklersoftware Variables Pricing
Makler- C
Brachenbuch Mobile Offensive

XXXX

XXXX
Innovations - Pipeline (Energieausweis, Umzug-
sliste, Mobile Couponing)

Kern Wach- Opti- Augmented Reality
stum onen

F E D
Immo-Spezialthemen1 Adsales Strategie Social Web Vermarktung

Gewerbe Neue Werbeform
Studenten-WG Social Search
plattform
Targeted Behaviour Social Sales / Anbieter
Regiomärkte
Provisionsfrei Leadgeneration
(z.B.Saarland)

1 <______________>


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

D. Social Web Verwaltung
Produkt- Nachfrager Anbieter
vorgaben
Cluster von Kostenpflichtig / Kostenpflichtig /
Netzwerkeffekten Kostenlos Kostenlos
Umsatzgenerierend Umsatzgenerierend
1 I f III IV
Collaborative
t
Search f f
w
Übertragung von Aktionen der xxx Collaborative
t
Leadgeneration für
t
II Search Anbieter auf XXXX
Nachfrager/Anbieter ins Social Internet Collaborative f
w w
t
Evaluation w

2 VI f VI V
Social Infos
t
& Services f f
w
Übertragung von xxx Content/Tools ins Social Infos
t
Immo-Marktplatz
t
v & Services „Full Service“
Social Internet Immo-Marktplatz f
w w
t
„Full Service“ w

3 VII f VIII f
f Immo-Markt-
t Umsatzmodelle auf t
Fun Apps t
platz „No Frills“
w Basis von Adsales w
Aktionen durch neuen xxx Content/Tools  Mein Balkon w

im Social Internet führen zu xxx  Meine WG & Ich VII f
 Wohnquartett Fun Apps für Anbi-
t
eter–virales Video w

4 IX IX X
XXXX Own X
X
Einbindung des Social Internet auf xxx Social Stream X Competitive Insight
XXXX Own
durch existierende Schnittstellen oder  Page Tweet
II f Social Stream
Collaborative  Backtype
eigene xxx Lösungen t
Evaluation w

5 XI f IV f
Social Stream Leadgeneration
t t
Sales w für Anbieter w
Nutzung zu Business
Intelligence und Kommunikation XII f
xxx internal Social Stream Watch t
w

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


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

Approaches to Facilities Services Sourcing

High “Total FM”
outsourcing
Change management challenge

 Catering Bundled services
sourcing
 Cleaning
 Security
 “Total Package”
Individual services Outsourcing
sourcing

 Building
maintenance
 “Property
management”
Low
Low Breadth of Impact High

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


Section 3: Selected Insights

X.X Major inbound transportation lanes

Key Supply Chain Paths for UK Plants
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

Suppliers xx Suppliers xx
Import ports x Export Ports x
# of Carriers xx India # of Carriers x
Direct material spend $xxm UK Direct material spend $xxm
Inbound transport spend $x.xm Inbound transport spend $x.xm

Suppliers x Suppliers x
Export Ports x
# of Carriers xx China # of Carriers x
Direct material spend $xxm Direct material spend $xxm
Inbound transport spend $x.xm Europe Inbound transport spend $x.xm
UK
Suppliers xx Suppliers x
Export Ports x Export Ports x
# of Carriers xx US Japan # of Carriers x

Suppliers x Suppliers x
Export Ports x Export Ports x
Brazil
# of Carriers x Mexico # of Carriers x


Section 4: Recommendations

Premium Freight Management

Optimizing Premium Freight Transport

Inputs a request
 Location
Spot rates
Benefits
 Time requirements
 Weight / cube  Optimal cost for
Material
planner Web portal required delivery
Request Routes parameters (e.g., Next
4 hr turnaround
XXX
Requirements day vs. 3 day vs. next
Availability week)
XXX Negotiated
XXX Rates
 Robust tracking of
Premium freight management team
premium events
Preferred carriers Provide options within 4 hours
 Based on CMI load
enabling potential
process improvements
Option A Option B Option C Option D  Premium Freight
Delivery
XXX XXX XXX XXX group held account-
Material
Cost
planner gives
1 Day 3 Day 1 week 1 Day able for lowering
$ xx k $ xx k $xk $ xx k
a request ???
(Need to delivery to EBU to con-
overall cost / kilo for
solidate with load by 1 pm GMT) Premium Freight
Web portal
Select & recommends Approves request
Pickup scheduled
Material Option B in Web portal In Web portal
Plant manager
planner (P&L owner)

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


Section 4: Recommendations

Load Consolidation

Load Consolidation and Mode Shifting
Pre-requisites Solution design Geographic lanes for consolidation

Existing India
FCL bi-weekly
Daventry
Supplier A
ERP TMS
LCL Monthly
Darlington
Supplier B
WMS- Red LCL Quarterly  India to UK
Prairie Stamford
• Nhava Sheva
Supplier C
 China to UK
• Shanghai
Software as Proposed India  Europe to UK
service Supplier A
 Mercury gate  US to UK
Option A • Expand CEVA EBU
 GT nexus Real or vir- FCL
Supplier B Virtual Decon relationship
 Others tual con- Weekly
solidation to all plants
Supplier India • Halifax
Dave- Dar- Stam-
C ntry lington ford • Portsmouth
FCL
xPL Managed weekly Option B
transport
offering Daventry X-Dock

Darlington Stamford

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


PIC macro process

Processing (1/10)
Actual production
past month Prior P/C outputs Current PDP
1 Calculate from needs per family

2 Analyze prior PIC vs. actual for 1 Calculate from 2 Analyze prior 3 Initialize new Inventory on hand
past month needs per family PIC PIC per <___> item

3 Initialize new PIC 4 Adjust Operations
Macro routings / bill
Objectives / Rules
of labor Plan
4 Adjust operations plan
5 Internal capacity 6 External capacity
5 Internal capacity planning (Load
profile / HR) (Compare load planning (for planning / for critical Macro BOM
profile to min. / max. capacity) bottleneck) materials

6 External capacity planning
(Critical Materials Needs) Optimize plan + Plan to 7
(Check feasibility) eventually remaining be optimi- Rework optimize plans
issues necessitating zed / vali- with PIC actors
Yes
7 Rework / optimize plan mgt decisions dated
Each PIC actor
PIC actors (Load balancing, knows the new
8
anticipation…) Prepare monthly
figures and has
meeting
eventually worked
8 Prepare monthly meeting
Family / Vehicle / 9 with the PIC
(Measure adherence to Monthly PIC
OCTs plant meeting coordinator to
Production, Procurement, RH,
Family level solve issues
Financial plans)
Item level Action plan Agreed PIC
9 PIC monthly meeting


Adaptation
Predictability of scheduled
interventions

Reliability

IT

Unscheduled
intervention
R&D

Cost for the
suppliers


Loading process description
(XXX)= Indications for production

Track journey across Honolulu plant Steps description Client complaints
Other
2 companies 0 Collection certificate  “Some clients
Control
area
New
parking
truck  entry to new enter the
1 parking parking where
[Road] as there is no
place left”
1 Security check
 “Some ordinary
[Guardrail] clients pass
Other companies 2 Registration freight
directly to main
more
Coffee bag Truck weight parking”
Honolulu plant Main parking  “Having a track
3 Safe conduct to main
OK is not
6 3 parking
0
always enough”
4
Office sales
administration 5
 “I never know
4 Call (to loading) who is gone to
Factory
pass”
5 Weighting of truck

Front gate 6 Loading
Driver
corner
x/x x/x (TV, shower)


Demographic development of Romanian population

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

xxxx
Male Age Female Sex Area
100
Female Rural
95
90
85 xx.x% xx.x%
xx.xx% xx.x%
80
75
70 Male Urban
65
60
55
Birth rate, mortality & natural increase
50
45 Rates per x,xxx inhabitants
40 Birth rate Mortality rate
35 30 Positive natural increase
30 Negative natural increase
25 20
20
15
10 10
5
1 0
250 200 150 100 50 0 0 50 100 150 200 250 1960 1970 1980 1990 2000 2010


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