Revenue and Trade Promotion Management Survey Summary Charts - 9 OCT 2017

•Download as PPTX, PDF•

2 likes•3,699 views

Revenue Management: Rethinking the Digital Transformation Results of a Quantitative Study Report Details: The research for this report was conducted via an online survey from August 7, 2017 - September 14, 2017. Surveys were conducted among a mix of business users (manufacturers and wholesalers/distributors/co-operatives, n=55) and vendors (software providers, consultants, and analysts, n=64). This analysis focuses on a comparison of these two groups. All respondents were at least familiar with revenue management, trade promotion management, and/or price management. Objective: To understand the current future states of revenue and trade promotion management and how shifts in the consumer value chain train practices are affecting go-to-market strategies. Highlight: Technologists/consultants and business users are not aligned. Each group sees the problem and the usage of the technology differently. While the business user is satisfied with their current solutions, the technology provider and the ecosystem of consultants believe that there are gaps.

Revenue & Trade Promotion
Management Study
Summary Charts
August - September 2017

Supply Chain Insights LLC Copyright © 2017, p. 2
Agenda
 Study Overview
 Summary
 Revenue Management
 Go-to-Market Tactics
 Trade Promotion Management
 Digital Transformation

Supply Chain Insights LLC Copyright © 2017, p. 3
Supply Chain Insights LLC Copyright © 2017, p. 3

Supply Chain Insights LLC Copyright © 2017, p. 4
Supply Chain Insights LLC Copyright © 2017, p. 4

Supply Chain Insights LLC Copyright © 2017, p. 5
Supply Chain Insights LLC Copyright © 2017, p. 5

Supply Chain Insights LLC Copyright © 2017, p. 6
Supply Chain Insights LLC Copyright © 2017, p. 6

Supply Chain Insights LLC Copyright © 2017, p. 7
Supply Chain Insights LLC Copyright © 2017, p. 7

Supply Chain Insights LLC Copyright © 2017, p. 8
Agenda
 Study Overview
 Summary
 Revenue Management
 Go-to-Market Tactics
 Trade Promotion Management
 Digital Transformation

Supply Chain Insights LLC Copyright © 2017, p. 9
Supply Chain Insights LLC Copyright © 2017, p. 9

Supply Chain Insights LLC Copyright © 2017, p. 10
Agenda
 Study Overview
 Summary
 Revenue Management
 Go-to-Market Tactics
 Trade Promotion Management
 Digital Transformation

Supply Chain Insights LLC Copyright © 2017, p. 11

Supply Chain Insights LLC Copyright © 2017, p. 12
Supply Chain Insights LLC Copyright © 2017, p. 12

Supply Chain Insights LLC Copyright © 2017, p. 13
Agenda
 Study Overview
 Summary
 Revenue Management
 Go-to-Market Tactics
 Trade Promotion Management
 Digital Transformation

Supply Chain Insights LLC Copyright © 2017, p. 14
Supply Chain Insights LLC Copyright © 2017, p. 14

Supply Chain Insights LLC Copyright © 2017, p. 15
Supply Chain Insights LLC Copyright © 2017, p. 15

Supply Chain Insights LLC Copyright © 2017, p. 16
Supply Chain Insights LLC Copyright © 2017, p. 16

Supply Chain Insights LLC Copyright © 2017, p. 17
Supply Chain Insights LLC Copyright © 2017, p. 17

Supply Chain Insights LLC Copyright © 2017, p. 18
Supply Chain Insights LLC Copyright © 2017, p. 18

Supply Chain Insights LLC Copyright © 2017, p. 19
Supply Chain Insights LLC Copyright © 2017, p. 19

Supply Chain Insights LLC Copyright © 2017, p. 20
Supply Chain Insights LLC Copyright © 2017, p. 20

Supply Chain Insights LLC Copyright © 2017, p. 21
Supply Chain Insights LLC Copyright © 2017, p. 21

Supply Chain Insights LLC Copyright © 2017, p. 22
Supply Chain Insights LLC Copyright © 2017, p. 22

Supply Chain Insights LLC Copyright © 2017, p. 23
Supply Chain Insights LLC Copyright © 2017, p. 23

Supply Chain Insights LLC Copyright © 2017, p. 24
Supply Chain Insights LLC Copyright © 2017, p. 24

Supply Chain Insights LLC Copyright © 2017, p. 25
Supply Chain Insights LLC Copyright © 2017, p. 25

Supply Chain Insights LLC Copyright © 2017, p. 26
Supply Chain Insights LLC Copyright © 2017, p. 26

Supply Chain Insights LLC Copyright © 2017, p. 27
Supply Chain Insights LLC Copyright © 2017, p. 27

Supply Chain Insights LLC Copyright © 2017, p. 28
Supply Chain Insights LLC Copyright © 2017, p. 28

Supply Chain Insights LLC Copyright © 2017, p. 29
Supply Chain Insights LLC Copyright © 2017, p. 29

Supply Chain Insights LLC Copyright © 2017, p. 30
Supply Chain Insights LLC Copyright © 2017, p. 30

Supply Chain Insights LLC Copyright © 2017, p. 31
Supply Chain Insights LLC Copyright © 2017, p. 31

Supply Chain Insights LLC Copyright © 2017, p. 32
Supply Chain Insights LLC Copyright © 2017, p. 32

Supply Chain Insights LLC Copyright © 2017, p. 33
Agenda
 Study Overview
 Summary
 Revenue Management
 Go-to-Market Tactics
 Trade Promotion Management
 Digital Transformation

Supply Chain Insights LLC Copyright © 2017, p. 34

Supply Chain Insights LLC Copyright © 2017, p. 35
Supply Chain Insights LLC Copyright © 2017, p. 35

Supply Chain Insights LLC Copyright © 2017, p. 36
Supply Chain Insights LLC Copyright © 2017, p. 36

Supply Chain Insights LLC Copyright © 2017, p. 37
Supply Chain Insights LLC Copyright © 2017, p. 37

Supply Chain Insights LLC Copyright © 2017, p. 38
Supply Chain Insights LLC Copyright © 2017, p. 38

Supply Chain Insights LLC Copyright © 2017, p. 39
Supply Chain Insights LLC Copyright © 2017, p. 39

Supply Chain Insights LLC Copyright © 2017, p. 40
Supply Chain Insights LLC Copyright © 2017, p. 40

Supply Chain Insights LLC Copyright © 2017, p. 41
Supply Chain Insights LLC Copyright © 2017, p. 41

Supply Chain Insights LLC Copyright © 2017, p. 42
Supply Chain Insights LLC Copyright © 2017, p. 42

Supply Chain Insights LLC Copyright © 2017, p. 43
Supply Chain Insights LLC Copyright © 2017, p. 43

Supply Chain Insights LLC Copyright © 2017, p. 44
Supply Chain Insights LLC Copyright © 2017, p. 44

Supply Chain Insights LLC Copyright © 2017, p. 45
Supply Chain Insights LLC Copyright © 2017, p. 45

Supply Chain Insights LLC Copyright © 2017, p. 46
Supply Chain Insights LLC Copyright © 2017, p. 46

Supply Chain Insights LLC Copyright © 2017, p. 47
Supply Chain Insights LLC Copyright © 2017, p. 47

Supply Chain Insights LLC Copyright © 2017, p. 48
Supply Chain Insights LLC Copyright © 2017, p. 48

Supply Chain Insights LLC Copyright © 2017, p. 49
Supply Chain Insights LLC Copyright © 2017, p. 49

Supply Chain Insights LLC Copyright © 2017, p. 50
Supply Chain Insights LLC Copyright © 2017, p. 50

Supply Chain Insights LLC Copyright © 2017, p. 51
Supply Chain Insights LLC Copyright © 2017, p. 51

Supply Chain Insights LLC Copyright © 2017, p. 52
Agenda
 Study Overview
 Summary
 Revenue Management
 Go-to-Market Tactics
 Trade Promotion Management
 Digital Transformation

Supply Chain Insights LLC Copyright © 2017, p. 53

Supply Chain Insights LLC Copyright © 2017, p. 54
Supply Chain Insights LLC Copyright © 2017, p. 54

Supply Chain Insights LLC Copyright © 2017, p. 55
Supply Chain Insights LLC Copyright © 2017, p. 55

Supply Chain Insights LLC Copyright © 2017, p. 56
Supply Chain Insights LLC Copyright © 2017, p. 56

More Related Content

What's hot

Medical Device Supply Chain: An Analysis of the Supply Chain Metrics That Matter

Medical Device Supply Chain: An Analysis of the Supply Chain Metrics That Matter

Medical Device Supply Chain: An Analysis of the Supply Chain Metrics That Matter

Presentation at the Bluecrux Digital Event on November 29

Presentation at the Bluecrux Digital Event on November 29

Presentation at the Bluecrux Digital Event on November 29

Five Reasons Why We Have Not Made Progress on Inventory Management

Five Reasons Why We Have Not Made Progress on Inventory Management

Five Reasons Why We Have Not Made Progress on Inventory Management

Report Details: The research for this report was conducted via an online survey from November 8, 2016 – April 3, 2017. Surveys were conducted among a mix of manufacturers, retailers, wholesalers/distributors/co-operatives, and third-party logistics providers (n=39). Objective: To understand the value proposition of the automation of the network of networks, which enables interoperability between networks. NOTE: A network is considered connectivity in any form between supply chain trading partners – one-to-one, one-to-many, or many-to-many. Highlight: While companies want to improve B2B processes, today’s technologies and processes are not equal to the challenge. To move forward and gain competitive advantage, map processes outside-in using strategic relationships with new forms of technologies and set realistic goals.

Network of Networks Study 2016-17 Summary Charts

Network of Networks Study 2016-17 Summary Charts

Network of Networks Study 2016-17 Summary Charts

The supply chain of the future will accelerate due to assistance from autonomous technologies and processes. These are slides from our webinar Supply Chain and the Autonomous World webinar featuring special guests Jim Lawton, Chief Product and Marketing Officer, Rethink Robotics and Andy Souders, SVP Products and Strategy IoT/Big Data, Savi Technology, as they join Lora to discuss the impact of technologies such as robotics, self-driving vehicles, wearable devices, cognitive learning, 3-D printing and other evolutions on current and future supply chains.

Autonomous webinar final deck

Autonomous webinar final deck

Autonomous webinar final deck

Research in Review Webinar Supply Chain Insights_2018

Research in Review Webinar Supply Chain Insights_2018

Research in Review Webinar Supply Chain Insights_2018

Network of Networks Discussion and Charter Document

Network of Networks Discussion and Charter Document

Network of Networks Discussion and Charter Document

Passing the Baton: Insights on Supply Chain Talent

Passing the Baton: Insights on Supply Chain Talent

Passing the Baton: Insights on Supply Chain Talent

25 July 2018 Report Details: The research for this report was conducted via an online survey from March 12 - May 11, 2018. Surveys were conducted among 93 respondents -- a mix of business users (manufacturers, wholesalers/distributors/co-operatives, and third-party logistics providers, n=34), vendors (software providers and consultants, n=39), and others (academics, analysts, unemployed, and others, n=20). Objective: To understand the current and expected future state of supply chain risk management, the biggest drivers of risk, and the impact on supply chain disruptions. NOTE: supply chain risk management is defined as the proactive identification and assessment of potential risks to the supply chain, as well as the development of strategies to avoid these risks. Highlight: Nearly two-thirds of respondents believe that their company performs better today on risk management practices than five years ago yet they had 3.5 disruptions last year on average. Managing risk requires a network approach. Today’s investments in end-to-end supply chain are by and large not effective in risk mitigation. Only 37% have visibility of extended-tier suppliers and most lack the solutions to manage global complexity.

How Can You Drive Opportunity If You Cannot Manage Risk?

How Can You Drive Opportunity If You Cannot Manage Risk?

How Can You Drive Opportunity If You Cannot Manage Risk?

Interoperability is a key to improving supply chain performance. As disparate systems silo information about specific processes, a holistic picture about corporate health and performance is lost. In a recent webinar we speak with Cindi Hane from Elemica and Rafal Porzucek from Procter and Gamble who attended the Shaman’s Circle on Amelia Islandto discuss solutions to close the gap on inter-enterprise visibility by creating greater connectivity through business networks. These slides are from that webinar.

Network of networks webinar v3 ac

Network of networks webinar v3 ac

Network of networks webinar v3 ac

How Do We Heal the Healthcare Value Chain? Over the last decade, as shown in figure 1, the hospital supply chain has been one of the few that has improved operating margin, reduced inventory and improved revenue/employee. In contrast, the manufacturing suppliers to the hospital organization have grown inventories and struggled to preserve margins. Across the value chain from the patient to the raw material suppliers, total inventories have grown and costs have escalated. With pending regulations, hospitals are being forced to rethink processes, redefine value and work more holistically to improve sourcing practices. The suppliers to the hospital systems are having to rethink their systems to rethink the customer (from selling to the physician to selling to a more formal buying organization based on patient outcomes) and adapt to the new processes within the hospital for value analysis. Supply chain processes within the hospitals have matured. Hospitals have made more progress on improving cash-to-cash cycles than their upstream manufacturing trading partners. They have reduced inventories and attempted to work with suppliers. As shown in figure 2, it is notable to see that this industry is one of the few where downstream trading partners have actually improved payable terms for their suppliers. The future lies before the healthcare provider. As the provider of patient care, they have the greatest potential to lead in the healthcare value chain’s redesign to improve value. They have come a long way, but the changes have been incremental. They have focused primarily on traditional sourcing techniques; not a redesign of the healthcare value chain from the outside in, and the redefinition of complex and antiquated processes.

Healthcare Study - Feb-Apr 2013 - Healthcare Provider Summary Charts

Healthcare Study - Feb-Apr 2013 - Healthcare Provider Summary Charts

Healthcare Study - Feb-Apr 2013 - Healthcare Provider Summary Charts

Sales and Operations Planning processes are now in their fourth decade of maturity. The processes are growing more complex. Progress is slow. The infographic below shows the current state of the union of sales and operations into S&OP processes. In this world of uncertainty, good planning matters. Complexity and volatility are escalating. Improving S&OP in a systematic approach, focused on goal evolution and systemic process governance, makes a difference; but, it requires education. A barrier to improvement is the executive team not understanding the supply chain as a complex system. It is the goal of this report to help alleviate this problem.

S&OP and Agility Study- Summary Charts - May 2013

S&OP and Agility Study- Summary Charts - May 2013

S&OP and Agility Study- Summary Charts - May 2013

The Supply Chains to Admire™ analysis is an annual study of supply chain excellence. Now in its fifth year of development, the focus of this research is to better understand supply chain performance and improvement of 655 publicly held companies in 28 peer groups for the period of 2010-2017. This year there are 31 winners! At the 2018 Supply Chain Insights Global Summit, winners from the analysis will share insights on driving supply chain excellence.

Supply Chains to Admire - 2018

Supply Chains to Admire - 2018

Supply Chains to Admire - 2018

Supply Chain Progress in the Pandemic

Supply Chain Progress in the Pandemic

Supply Chain Progress in the Pandemic

Get ready for 2014 planning by benchmarking the financial performance of your supply chain. Using a database of over 50 metrics with 20 years of data, the Supply Chain Insights team can help you better understand your supply chain potential. This analysis enables visualization of company performance on managing the trade-offs of growth, profitability, inventory/cash cycles and complexity. We find that each company has a unique pattern in how they managed trade-offs. The analysis helps you benchmark against your peer group and make a conscious choice. Through a deeper understanding of industry averages and outliers, this type of study helps you to better understand your supply chain potential. While many companies have used this service to understand public performance, many leaders have taken it one step further to benchmark divisions or product groups within their companies.

Supply Chain Insights' Financial Benchmarking Examples - 27 AUG 2013

Supply Chain Insights' Financial Benchmarking Examples - 27 AUG 2013

Supply Chain Insights' Financial Benchmarking Examples - 27 AUG 2013

Big Data Survey/Handbook Summary Charts - 8 JULY 2013

Big Data Survey/Handbook Summary Charts - 8 JULY 2013

Big Data Survey/Handbook Summary Charts - 8 JULY 2013

Supply Chain Index – Part III – Technology and Apparel

Supply Chain Index – Part III – Technology and Apparel

Supply Chain Index – Part III – Technology and Apparel

S&OP Study Prelim Summary Charts used in the Why Is S&OP So Hard? report Executive Overview Sales and Operations Planning (S&OP), the cross-functional process to align the commercial processes of sales and marketing with the operational processes of supply and manufacturing, is having a renaissance. It is not a new process. Companies have worked on these processes for over 35 years; but today, only one out of two companies believes that their processes are effective. Why is it so hard? Answering this question is the goal of this report. Figure 3. Sales & Operations Planning Process Overview A mature S&OP process improves organizational agility and alignment; but, this requires focus and clear leadership over a period of at least three to five years. A higher level of success happens when the S&OP processes report to a profit center manager and decision making is aligned to the commercial processes. With one in two companies aligning S&OP to product line production, not to commercial processes, it is difficult to drive maturity. Ideally, the leader of the S&OP process understands both the commercial drivers, and the supply constraints, and can make the pivot; but this is seldom the reality. Today, due to popularity, companies have more than one S&OP process. In this research, a multinational company will have four to six separate and distinct S&OP processes with different maturity levels. While many will try to drive improvements with big technology initiatives, based on a decade of research on the topic, we recommend starting by tackling the change management issues. In this report, we share five barriers, and four misconceptions while giving supporting research to challenge change in the organization.

S&OP 2015 Preliminary Summary Charts

S&OP 2015 Preliminary Summary Charts

S&OP 2015 Preliminary Summary Charts

Risks are higher in a global supply chain. To deal with these potential hazards, risk management has evolved beyond dealing with an issue when it’s about to happen to focus on prevention, early sensing, and coordinated execution to respond to an event. There are new strategies and technologies that can proactively formulate a plan to protect your business and operations from the storm of unforeseen events. But how do you get started? At Supply Chain Insights, it’s our mission to help you improve your operations. We tackled this issue in a panel based webinar on November 18, 2015 featuring Lora Cecere and Pierre Mitchell from Spend Matters to give you their perspective and answer your questions on how to include an effective risk management strategy. We are sharing the slides used as the foundation for this discussion between two distinguished experts to educate you about why this is important to your operations and how to prepare for an unknown future to safeguard your business from risk using business alignment and risk management tools.

Supply Chain Risk Management Study slide deck - 18 NOV 2015

Supply Chain Risk Management Study slide deck - 18 NOV 2015

Supply Chain Risk Management Study slide deck - 18 NOV 2015

Inventory Optimization 2015 Preliminary Summary Charts

Inventory Optimization 2015 Preliminary Summary Charts

Inventory Optimization 2015 Preliminary Summary Charts

What's hot (20)

Medical Device Supply Chain: An Analysis of the Supply Chain Metrics That Matter

Medical Device Supply Chain: An Analysis of the Supply Chain Metrics That Matter

Medical Device Supply Chain: An Analysis of the Supply Chain Metrics That Matter

Presentation at the Bluecrux Digital Event on November 29

Presentation at the Bluecrux Digital Event on November 29

Presentation at the Bluecrux Digital Event on November 29

Five Reasons Why We Have Not Made Progress on Inventory Management

Five Reasons Why We Have Not Made Progress on Inventory Management

Five Reasons Why We Have Not Made Progress on Inventory Management

Network of Networks Study 2016-17 Summary Charts

Network of Networks Study 2016-17 Summary Charts

Network of Networks Study 2016-17 Summary Charts

Autonomous webinar final deck

Autonomous webinar final deck

Autonomous webinar final deck

Research in Review Webinar Supply Chain Insights_2018

Research in Review Webinar Supply Chain Insights_2018

Research in Review Webinar Supply Chain Insights_2018

Network of Networks Discussion and Charter Document

Network of Networks Discussion and Charter Document

Network of Networks Discussion and Charter Document

Passing the Baton: Insights on Supply Chain Talent

Passing the Baton: Insights on Supply Chain Talent

Passing the Baton: Insights on Supply Chain Talent

How Can You Drive Opportunity If You Cannot Manage Risk?

How Can You Drive Opportunity If You Cannot Manage Risk?

How Can You Drive Opportunity If You Cannot Manage Risk?

Network of networks webinar v3 ac

Network of networks webinar v3 ac

Network of networks webinar v3 ac

Healthcare Study - Feb-Apr 2013 - Healthcare Provider Summary Charts

Healthcare Study - Feb-Apr 2013 - Healthcare Provider Summary Charts

Healthcare Study - Feb-Apr 2013 - Healthcare Provider Summary Charts

S&OP and Agility Study- Summary Charts - May 2013

S&OP and Agility Study- Summary Charts - May 2013

S&OP and Agility Study- Summary Charts - May 2013

Supply Chains to Admire - 2018

Supply Chains to Admire - 2018

Supply Chains to Admire - 2018

Supply Chain Progress in the Pandemic

Supply Chain Progress in the Pandemic

Supply Chain Progress in the Pandemic

Supply Chain Insights' Financial Benchmarking Examples - 27 AUG 2013

Supply Chain Insights' Financial Benchmarking Examples - 27 AUG 2013

Supply Chain Insights' Financial Benchmarking Examples - 27 AUG 2013

Big Data Survey/Handbook Summary Charts - 8 JULY 2013

Big Data Survey/Handbook Summary Charts - 8 JULY 2013

Big Data Survey/Handbook Summary Charts - 8 JULY 2013

Supply Chain Index – Part III – Technology and Apparel

Supply Chain Index – Part III – Technology and Apparel

Supply Chain Index – Part III – Technology and Apparel

S&OP 2015 Preliminary Summary Charts

S&OP 2015 Preliminary Summary Charts

S&OP 2015 Preliminary Summary Charts

Supply Chain Risk Management Study slide deck - 18 NOV 2015

Supply Chain Risk Management Study slide deck - 18 NOV 2015

Supply Chain Risk Management Study slide deck - 18 NOV 2015

Inventory Optimization 2015 Preliminary Summary Charts

Inventory Optimization 2015 Preliminary Summary Charts

Inventory Optimization 2015 Preliminary Summary Charts

Similar to Revenue and Trade Promotion Management Survey Summary Charts - 9 OCT 2017

Now in its fourth year, Supply Chain Insights analyzes levels of supply chain performance and improvement for all retail, manufacturing and distribution peer group. The goal of this work is threefold: to help supply chain leaders set realistic supply chain goals; provide industry benchmarks for gauging progress; and recognize companies achieving higher levels of supply chain excellence. Here we share the results of winners and background on the analysis.

Supply Chains to Admire - 2017 winners summary charts

Supply Chains to Admire - 2017 winners summary charts

Supply Chains to Admire - 2017 winners summary charts

Metrics That Matter

Metrics That Matter

Metrics That Matter

Where data fails

Where data fails

Where data fails

Procurement in 2017: The Road Ahead

Procurement in 2017: The Road Ahead

Procurement in 2017: The Road Ahead

When we look at how we govern, manage and operate technology we find practices that can no longer keep up with the pace of change. The emergence of DevOps and Service Integration frameworks, such as SIAM, have gone some way to address this problem but organisations are still struggling to successfully adopt and apply these techniques. At the same time the business landscape has been reshaped by digital and driven by ever more empowered customers. Technology is now embedded in our lives and our work and we use it to create personal “ecosystems of value” by dynamically selecting and integrating services to meet our desired outcomes and experiences. This presentation will discuss the implications of these changes on businesses, technology management and technology architectures. It will also provide a glimpse into the future and the potential impact on Service Management and the IT organisation.

SEE the Cloud: David Wheable - Can we manage the future?

SEE the Cloud: David Wheable - Can we manage the future?

SEE the Cloud: David Wheable - Can we manage the future?

Business Planning & Funding Roadmap

Business Planning & Funding Roadmap

Business Planning & Funding Roadmap

Turn Visual Social Content into ROI

Turn Visual Social Content into ROI

Turn Visual Social Content into ROI

G3 Communications

Digital Marketing Inside Out: Data is King

Digital Marketing Inside Out: Data is King

Digital Marketing Inside Out: Data is King

Adams Company Limited

Customer Success is reshaping the business landscape in Israel. It provides a sustainable path forward for recurring revenue companies to grow predictably over the long-term. This half-day event brings innovative Customer Success professionals together to learn how their businesses should think about retention, renewals, and delivering customer outcomes. With speakers from Hewlett-Packard Enterprise, Cloudinary, Sisense, and Lightspeed Venture Partners, you'll hear from local Customer Success leaders as well as Gainsight's executive team.

Pulse On Tour: Tel Aviv | Presentation

Pulse On Tour: Tel Aviv | Presentation

Pulse On Tour: Tel Aviv | Presentation

5 simple but powerful steps to market dominance for the independent agent

5 simple but powerful steps to market dominance for the independent agent

5 simple but powerful steps to market dominance for the independent agent

Michael Jans Advisory

• Report Details: The research for this report was conducted via an online survey from February 20 - March 20, 2017. Surveys were conducted among all those working in or studying the supply chain industry -- including business, academia, and students (n=386). • Objective: To understand the generational differences among supply chain professionals in terms of what's important, where the gaps are, and satisfaction with their supply chain careers. • Highlight: While 70% of supply chain employees are satisfied with their careers, there are notable differences by generation in terms of job, satisfaction and what matters in their careers. For example, Generation X and Millennials want more work-life balance, fewer hours, and greater flexibility to work from home compared to Baby Boomers. In additional, Millennials are seeking more coaching and on-the-job training, suggesting an opportunity for employers seeking to recruit top talent. Check out the full report for more details, insights, and recommendations.

Supply Chain Talent Study - MARCH 2017 - Preliminary Summary Charts

Supply Chain Talent Study - MARCH 2017 - Preliminary Summary Charts

Supply Chain Talent Study - MARCH 2017 - Preliminary Summary Charts

How to Win the Modern Insurance Consumer in Turbulent Times: 5 Simple but P...

How to Win the Modern Insurance Consumer in Turbulent Times: 5 Simple but P...

How to Win the Modern Insurance Consumer in Turbulent Times: 5 Simple but P...

Michael Jans Advisory

Designing Technical Content for Voice Experience

Designing Technical Content for Voice Experience

Designing Technical Content for Voice Experience

Presentation Given at the SAS Manufacturing Forum in August 2017

Presentation Given at the SAS Manufacturing Forum in August 2017

Presentation Given at the SAS Manufacturing Forum in August 2017

Vtex Keynote - Trepoint Optimizing the Customer Journey

Vtex Keynote - Trepoint Optimizing the Customer Journey

Vtex Keynote - Trepoint Optimizing the Customer Journey

Learn how Monsanto Company leveraged a Global SAP Application Support Services Model to deliver high quality services while identifying and implementing process improvements, driving standardization, and enabling future transition. The discussion will highlight benefits of globalizing SAP support across regions and business lines, adopting ITSM processes, and aligning Service Delivery Managers to the vision of digital transformation.

Transformation enabled by Leveraging a Global Managed Services Model

Transformation enabled by Leveraging a Global Managed Services Model

Transformation enabled by Leveraging a Global Managed Services Model

How Audience Intelligence Fuels Customer-Obsessed Marketing

How Audience Intelligence Fuels Customer-Obsessed Marketing

How Audience Intelligence Fuels Customer-Obsessed Marketing

Four Things B-to-B Marketers Must Do in 2017

Four Things B-to-B Marketers Must Do in 2017

Four Things B-to-B Marketers Must Do in 2017

Association of National Advertisers

Fed up with stop and go in your data center? Shift into overdrive and pull into the fast lane! Learn how AutoScout24, the largest online car marketplace Europe-wide, is building its Autobahn in the Cloud. The secret ingredient? Culture! Because “cloud” is only half of the digital transformation story. The other half is how your organization deals with cultural change as you transition from the old world of IT into building microservices on AWS, with agile DevOps teams in a true „you build it, you run it“ fashion. Listen to stories from the trenches, powered by Amazon Kinesis, Amazon DynamoDB, AWS Lambda, Amazon ECS, Amazon API Gateway and much more, backed by AWS Partners, AWS Professional Services, and AWS Enterprise Support. Learn how to become cloud native, evolve your architecture, drive cultural change across teams, and manage your company’s transformation for the future.

The Enterprise Fast Lane - What Your Competition Doesn't Want You to Know abo...

The Enterprise Fast Lane - What Your Competition Doesn't Want You to Know abo...

The Enterprise Fast Lane - What Your Competition Doesn't Want You to Know abo...

Amazon Web Services

Supply Chain Metrics That Matter

Supply Chain Metrics That Matter

Supply Chain Metrics That Matter

Similar to Revenue and Trade Promotion Management Survey Summary Charts - 9 OCT 2017 (20)

Supply Chains to Admire - 2017 winners summary charts

Supply Chains to Admire - 2017 winners summary charts

Supply Chains to Admire - 2017 winners summary charts

Metrics That Matter

Metrics That Matter

Metrics That Matter

Where data fails

Where data fails

Where data fails

Procurement in 2017: The Road Ahead

Procurement in 2017: The Road Ahead

Procurement in 2017: The Road Ahead

SEE the Cloud: David Wheable - Can we manage the future?

SEE the Cloud: David Wheable - Can we manage the future?

SEE the Cloud: David Wheable - Can we manage the future?

Business Planning & Funding Roadmap

Business Planning & Funding Roadmap

Business Planning & Funding Roadmap

Turn Visual Social Content into ROI

Turn Visual Social Content into ROI

Turn Visual Social Content into ROI

Digital Marketing Inside Out: Data is King

Digital Marketing Inside Out: Data is King

Digital Marketing Inside Out: Data is King

Pulse On Tour: Tel Aviv | Presentation

Pulse On Tour: Tel Aviv | Presentation

Pulse On Tour: Tel Aviv | Presentation

5 simple but powerful steps to market dominance for the independent agent

5 simple but powerful steps to market dominance for the independent agent

5 simple but powerful steps to market dominance for the independent agent

Supply Chain Talent Study - MARCH 2017 - Preliminary Summary Charts

Supply Chain Talent Study - MARCH 2017 - Preliminary Summary Charts

Supply Chain Talent Study - MARCH 2017 - Preliminary Summary Charts

How to Win the Modern Insurance Consumer in Turbulent Times: 5 Simple but P...

How to Win the Modern Insurance Consumer in Turbulent Times: 5 Simple but P...

How to Win the Modern Insurance Consumer in Turbulent Times: 5 Simple but P...

Designing Technical Content for Voice Experience

Designing Technical Content for Voice Experience

Designing Technical Content for Voice Experience

Presentation Given at the SAS Manufacturing Forum in August 2017

Presentation Given at the SAS Manufacturing Forum in August 2017

Presentation Given at the SAS Manufacturing Forum in August 2017

Vtex Keynote - Trepoint Optimizing the Customer Journey

Vtex Keynote - Trepoint Optimizing the Customer Journey

Vtex Keynote - Trepoint Optimizing the Customer Journey

Transformation enabled by Leveraging a Global Managed Services Model

Transformation enabled by Leveraging a Global Managed Services Model

Transformation enabled by Leveraging a Global Managed Services Model

How Audience Intelligence Fuels Customer-Obsessed Marketing

How Audience Intelligence Fuels Customer-Obsessed Marketing

How Audience Intelligence Fuels Customer-Obsessed Marketing

Four Things B-to-B Marketers Must Do in 2017

Four Things B-to-B Marketers Must Do in 2017

Four Things B-to-B Marketers Must Do in 2017

The Enterprise Fast Lane - What Your Competition Doesn't Want You to Know abo...

The Enterprise Fast Lane - What Your Competition Doesn't Want You to Know abo...

The Enterprise Fast Lane - What Your Competition Doesn't Want You to Know abo...

Supply Chain Metrics That Matter

Supply Chain Metrics That Matter

Supply Chain Metrics That Matter

More from Lora Cecere

A critical look at three years of supply chain disruption. Using quantitative and qualitative research, Lora Cecere, Founder of Supply Chain Insights, looks critically at the factors within companies that drove resilience and the factors less successful. Companies that won were aligned, used market signals, decreased process latency, used scenario planning, and implemented descriptive analytics. Those that fared worse, had tight integration of supply chain planning to ERP, were not aligned, and were focused on a digital transformation strategy.

2023 Reset Report v3.1.pdf

2023 Reset Report v3.1.pdf

2023 Reset Report v3.1.pdf

Submission to Journal of Logistics

Submission to Journal of Logistics

Submission to Journal of Logistics

River of Demand - ALL RIVERS with QR.pdf

River of Demand - ALL RIVERS with QR.pdf

River of Demand - ALL RIVERS with QR.pdf

NOW 2022 Conference Lora Cecere

NOW 2022 Conference Lora Cecere

NOW 2022 Conference Lora Cecere

Digital Transformation Western Digital

Digital Transformation Western Digital

Digital Transformation Western Digital

Imagine 2022 Rick McDonald Content rev5.pptx

Imagine 2022 Rick McDonald Content rev5.pptx

Imagine 2022 Rick McDonald Content rev5.pptx

Sleep Number Supply Chain's To Admire.pptx

Sleep Number Supply Chain's To Admire.pptx

Sleep Number Supply Chain's To Admire.pptx

Future of Healthcare--2030

Future of Healthcare--2030

Future of Healthcare--2030

AmeriCare Royal

AmeriCare Royal

AmeriCare Royal

Supply Chains to Admire Award Winner

Supply Chains to Admire Award Winner

Supply Chains to Admire Award Winner

Navigating the Talent Crunch

Navigating the Talent Crunch

Navigating the Talent Crunch

Use of Social Tokens in Supply Chain

Use of Social Tokens in Supply Chain

Use of Social Tokens in Supply Chain

Lora Cecere Opening Presentation Imagine 2022.pptx

Lora Cecere Opening Presentation Imagine 2022.pptx

Lora Cecere Opening Presentation Imagine 2022.pptx

Summary Pilot Work Project Zebra

Summary Pilot Work Project Zebra

Summary Pilot Work Project Zebra

Rivers of Demand

Rivers of Demand

Rivers of Demand

Building Outside-in Planning Processes

Building Outside-in Planning Processes

Building Outside-in Planning Processes

Supply Chains to Admire 2022

Supply Chains to Admire 2022

Supply Chains to Admire 2022

Supply Chains to Admire Analysis 2022_2022 presentation.pptx

Supply Chains to Admire Analysis 2022_2022 presentation.pptx

Supply Chains to Admire Analysis 2022_2022 presentation.pptx

Building Outside-in Supply Chain Processes

Building Outside-in Supply Chain Processes

Building Outside-in Supply Chain Processes

The Role of Analytics In Defining The Art Of The Possible

The Role of Analytics In Defining The Art Of The Possible

The Role of Analytics In Defining The Art Of The Possible

More from Lora Cecere (20)

2023 Reset Report v3.1.pdf

2023 Reset Report v3.1.pdf

2023 Reset Report v3.1.pdf

Submission to Journal of Logistics

Submission to Journal of Logistics

Submission to Journal of Logistics

River of Demand - ALL RIVERS with QR.pdf

River of Demand - ALL RIVERS with QR.pdf

River of Demand - ALL RIVERS with QR.pdf

NOW 2022 Conference Lora Cecere

NOW 2022 Conference Lora Cecere

NOW 2022 Conference Lora Cecere

Digital Transformation Western Digital

Digital Transformation Western Digital

Digital Transformation Western Digital

Imagine 2022 Rick McDonald Content rev5.pptx

Imagine 2022 Rick McDonald Content rev5.pptx

Imagine 2022 Rick McDonald Content rev5.pptx

Sleep Number Supply Chain's To Admire.pptx

Sleep Number Supply Chain's To Admire.pptx

Sleep Number Supply Chain's To Admire.pptx

Future of Healthcare--2030

Future of Healthcare--2030

Future of Healthcare--2030

AmeriCare Royal

AmeriCare Royal

AmeriCare Royal

Supply Chains to Admire Award Winner

Supply Chains to Admire Award Winner

Supply Chains to Admire Award Winner

Navigating the Talent Crunch

Navigating the Talent Crunch

Navigating the Talent Crunch

Use of Social Tokens in Supply Chain

Use of Social Tokens in Supply Chain

Use of Social Tokens in Supply Chain

Lora Cecere Opening Presentation Imagine 2022.pptx

Lora Cecere Opening Presentation Imagine 2022.pptx

Lora Cecere Opening Presentation Imagine 2022.pptx

Summary Pilot Work Project Zebra

Summary Pilot Work Project Zebra

Summary Pilot Work Project Zebra

Rivers of Demand

Rivers of Demand

Rivers of Demand

Building Outside-in Planning Processes

Building Outside-in Planning Processes

Building Outside-in Planning Processes

Supply Chains to Admire 2022

Supply Chains to Admire 2022

Supply Chains to Admire 2022

Supply Chains to Admire Analysis 2022_2022 presentation.pptx

Supply Chains to Admire Analysis 2022_2022 presentation.pptx

Supply Chains to Admire Analysis 2022_2022 presentation.pptx

Building Outside-in Supply Chain Processes

Building Outside-in Supply Chain Processes

Building Outside-in Supply Chain Processes

The Role of Analytics In Defining The Art Of The Possible

The Role of Analytics In Defining The Art Of The Possible

The Role of Analytics In Defining The Art Of The Possible

Recently uploaded

Pharma Works Profile of Karan Communications

karancommunications

Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...

Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...

Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...

Regression analysis: Simple Linear Regression Multiple Linear Regression

Regression analysis: Simple Linear Regression Multiple Linear Regression

Regression analysis: Simple Linear Regression Multiple Linear Regression

Ravindra Nath Shukla

VIP Call Girls In Saharaganj ( Lucknow ) 🔝 8923113531 🔝 Cash Payment (COD) 👒

VIP Call Girls In Saharaganj ( Lucknow ) 🔝 8923113531 🔝 Cash Payment (COD) 👒

VIP Call Girls In Saharaganj ( Lucknow ) 🔝 8923113531 🔝 Cash Payment (COD) 👒

MONA 98765-12871 CALL GIRLS IN LUDHIANA LUDHIANA CALL GIRL

MONA 98765-12871 CALL GIRLS IN LUDHIANA LUDHIANA CALL GIRL

MONA 98765-12871 CALL GIRLS IN LUDHIANA LUDHIANA CALL GIRL

BooK Now Call us at +918448380779 to hire a gorgeous and seductive call girl for sex. Take a Delhi Escort Service. The help of our escort agency is mostly meant for men who want sexual Indian Escorts In Delhi NCR. It should be noted that any impersonator will get 100 attention from our Young Girls Escorts in Delhi. They will assume the position of reliable allies. VIP Call Girl With Original Photos Book Tonight +918448380779 Our Cheap Price 1 Hour not available 2 Hours 5000 Full Night 8000 TAG: Call Girls in Delhi, Noida, Gurgaon, Ghaziabad, Connaught Place, Greater Kailash Delhi, Lajpat Nagar Delhi, Mayur Vihar Delhi, Chanakyapuri Delhi, New Friends Colony Delhi, Majnu Ka Tilla, Karol Bagh, Malviya Nagar, Saket, Khan Market, Noida Sector 18, Noida Sector 76, Noida Sector 51, Gurgaon Mg Road, Iffco Chowk Gurgaon, Rajiv Chowk Gurgaon All Delhi Ncr Free Home Deliver

Best VIP Call Girls Noida Sector 40 Call Me: 8448380779

Best VIP Call Girls Noida Sector 40 Call Me: 8448380779

Best VIP Call Girls Noida Sector 40 Call Me: 8448380779

Delhi Call girls

Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Service Bangalore Booking Contact Details :- WhatsApp Chat :- +91-7737669865 2-May-2024(SMW) Call Girls In Model Towh Bangalore +91-7737669865 !! Best Woman Seeking Man Call Girls Service, Escorts Service in Home Hotel in Bangalore NCR 24 Hours Available Service Call Girls, Contact Us +91-7737669865 (Any Time. Any Where) Call Girls in Bangalore, Noida, Gurgaon, Ghaziabad,Sexy Indian Female Escorts Service Bangalore NCRWelcome To Bangalore Escorts Service – An All Over New Bangalore Very Sexy Hot Call Girls Agency Service Escorts In South BangaloreNCRBangalore’s No. 1 High Profile Independent Female Escorts Service. We Provide Good Quality Educated Profile At Very Regnebal Price 100% Safe And Original.We Are Provide Escorts Service All OYO Hotels ,3*,4*,5* Star Hotel And Home Flat, Apartment. Guest-House. Services In -Call And Out – Call Both Are Services Available. 24Hrs. Any Time Any Where. In All Over Bangalore Noida Gurgaon Ghaziabad Faridabad.More Information And Contact Profile Real Pic Visit Our Website City Wise Escorts Service Agency.Good Looking Cheap And Best Models Girls U Can Get Best Click On Link……Night Call Girls Now In Hotel Le Meridien Gurgaon Near Female Escort One Shot — 5000/in call (time 1 hour), 6000/out call Two shot with one girl — 8000/in call (time 2 hour), 10000/out call Body to body massage with sex- 8000/in call (time 1 hour) Full night Service for one person– 12000/in call, 13000/out call (shot limit 3-4 shots) Full night Service for more than 1 person — please contact Us —7737669865 We are available 24*7 all days of the year. Call us — 7737669865 Thank you for Visiting.

Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...

Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...

Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...

CALL NOW 98787-99926 CHANDIGARH BEST Call Girls in CHANDIGARH Escort Service provide Cute Nice sweet and Sexy Models in beautiful CHANDIGARH city cash in hand to hand call girl in CHANDIGARH and CHANDIGARH escorts. HOT & SEXY MODELS // COLLEGE GIRLS IN CHANDIGARH AVAILABLE FOR COMPLETE ENJOYMENT WITH HIGH PROFILE INDIAN MODEL AVAILABLE HOTEL & HOME ★ SAFE AND SECURE HIGH CLASS SERVICE AFFORDABLE RATE ★ 100% SATISFACTION,UNLIMITED ENJOYMENT. ★ All Meetings are confidential and no information is provided to any one at any cost. ★ EXCLUSIVE Profiles Are Safe and Consensual with Most Limits Respected ★ Service Available In: - HOME & 24x7 :: 3 * 5 *7 *Star Hotel Service .In Call & Out call Services : ★ A-Level (5 star escort) ★ Strip-tease ★ BBBJ (Bareback Blowjob)Receive advanced sexual techniques in different mode make their life more pleasurable. ★ Spending time in hotel rooms ★ BJ (Blowjob Without a Condom) ★ Completion (Oral to completion) ★ Covered (Covered blowjob Without a Condom)👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandigarh No Advance Only Cash On Delivery

👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...

👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...

👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...

rajveerescorts2022

"Embrace the epitome of hospitality at M.C Lodges in Jhang, Pakistan. Tucked away in scenic surroundings, our guest house offers more than just a stay—it's an experience. With innovative key card security, attentive room service, and the comfort of air conditioning and Wi-Fi, every moment is crafted for your utmost enjoyment. Park your worries, and immerse yourself in the charm of our cozy retreat, where luxury meets warmth, and every detail speaks of our dedication to your satisfaction."

M.C Lodges -- Guest House in Jhang.

M.C Lodges -- Guest House in Jhang.

M.C Lodges -- Guest House in Jhang.

Insurance IoT is a social good! Because: 🔵 Expected losses can be reduced structured programs with both real-time mitigation actions to solve a specific situation, and behavioral change mechanisms to promote safer behaviors (both in personal and commercial lines) 🔵 Rate can be matched to risks better: - Smaller and more accurate pricing clusters allow a large part of profiles to receive a lower rate - Even with the ability to price the individual probability of loss (cluster of one) the insurance foundation isn’t canceled (The risk of each policy will contribute to the expected losses of the portfolio; The premiums paid by many lucky policyholders will be used to pay the claims of the few unlucky policyholders who had an accident in a period of coverage) 🔵 IoT data can be used to increase the effectiveness and efficiency of the claim process, so improving the combined ratio ceteris paribus ⏩ Large part of the policyholders will pay less (and portfolios currently difficult to insure will become more insurable) Insurance IoT (and telematics) is not about providing a discount Insurance IoT (and telematics) is about creating economic value using the data and sharing part of this value with policyholders (and agents & brokers) An integrated holistic adoption of the IoT paradigm is a game changer for your insurance business and a social good: ◾ it allows to improve the availability and affordability of insurance coverages ◾while allowing the sector to write a profitable business Below you can enjoy a selection of best practices in both personal and commercial lines - written with some of the IoT Insurance Observatory members - that have already started to obtain results from their IoT business transformation journeys

Insurers' journeys to build a mastery in the IoT usage

Insurers' journeys to build a mastery in the IoT usage

Insurers' journeys to build a mastery in the IoT usage

Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available Easy & Fast Booking Procedure Of Pune Escorts Call girls are ready and waiting to provide the quality essentialness that will help ease away life's tensions Pune Escorts are regular companions of elite gentlemen and can take them places they could only dream of visiting. These ladies take great care in maintaining themselves to look appealing; visiting salons and spas regularly keeps them looking their best; their portfolios can be found online via an escort’s agency website. EXCITING OPTIONS AVAILABLE AT OUR INDEPENDENT ESCORTS Candlelight dinner Evening date Night clubs or parties Hotels or your flats Business trip Business party Stripping party Pune Escort Service are adept at performing wild anal sex, deep throat sex and cum eating - perfect for satisfying all your sexual needs and playing any game imaginable. Affordable professional assistants are readily available and ready to assist with any situation - be it romantic date or solo night. Their beautiful appearances and striking personalities will leave you speechless, while they can accompany you to restaurants or bars where their presence will surely leave an impression.

Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available

Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available

Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available

Mondelez State of Snacking and Future Trends 2023

Mondelez State of Snacking and Future Trends 2023

Mondelez State of Snacking and Future Trends 2023

Famous Olympic Siblings from the 21st Century

Famous Olympic Siblings from the 21st Century

Famous Olympic Siblings from the 21st Century

Lucknow 💋 Escorts in Lucknow - 450+ Call Girl Cash Payment 8923113531 Neha Thakur WhatsApp Chat/Call With Vashundra Sharma:+91-8923113531 28/April/2024 {{SCH}} VIP Call Girls Lucknow As Absolute Call Girls Sexy Call girl Lucknow happens to deal with customers really well hence giving them some truly fascinating times of love. There is every time a fine productive journey of intimate romance to have these skilled horny babes. Their attentive nature in this mentioned area of profession would be really interesting to call in customers from all ends. One of the major awesome movements you can notice inside anyone of the ladies working over here. They are made to adjust really well with the surroundings hence crafting the best possible moments.Two shots with one girl: ₹4000/in-call, ₹7000/out-call Body to body massage with : ₹4500/in-call WhatsApp Chat/Call With khaton Khan:+91-8923113531 🅷🅾🆃 & 🆂🅴🆇🆈🔥 🅲🅰🅻🅻💞 🅸🅽🅳🅴🅿🅴🅽🅳🅴🅽

Lucknow 💋 Escorts in Lucknow - 450+ Call Girl Cash Payment 8923113531 Neha Th...

Lucknow 💋 Escorts in Lucknow - 450+ Call Girl Cash Payment 8923113531 Neha Th...

Lucknow 💋 Escorts in Lucknow - 450+ Call Girl Cash Payment 8923113531 Neha Th...

Organizational Transformation Lead with Culture

Organizational Transformation Lead with Culture

Organizational Transformation Lead with Culture

How to Get Started in Social Media for Art League City

How to Get Started in Social Media for Art League City

How to Get Started in Social Media for Art League City

Call Girl In Delhi 9990211544 Indian/ Russian, Models Door Step Delivery Top Quality Full Educated and Full Cooperative Independent Girls Escort ServiCes In All Over Delhi,Gurgaon,Faridabad,Noida,Ghaziabad I Have Extremely Beautiful Broad Minded Cute Sexy & Hot Call Girls and Escorts, We Are Located in 3* 4* 5* Hotels in Delhi. Safe & Secure High Class Services Affordable Rate 100% Satisfaction,Unlimited Enjoyment. Any Time for Model/Teens Escort in Delhi High class luxury and premium escorts agency. ★ CALL US High Class Luxury and Premium Escorts ServiCe We Provide Well Educated,Royal Class Female,High-Class Escorts Offering a Top High Class Escorts Service In the & Several Nearby All Places Of . ★ Get The High Profile,Well Educated,Good Looking,Full Cooperative Model Services.You Can See Me at My Comfortable Hotels or I Can Visit You In hotel Our Service Available IN All SERVICE, 3/4/5 STAR HOTEL,In Call /Out Call Services.24/7 hrs ★ To Enjoy With Hot and Sexy Girls . • Models • Vip Models • Russian Models • Foreigner Models • Call Center Working Girls/Women • Collage Going Girls. • Travelling Escorts. • INDEPENDENT GIRLS / HOUSE WIFES ★OUR BEST SERVICES: –FOR BOOKING CALL+91-9990211544 ★ A-Level (5 Star Escort) ★ Strip-Tease ★ BBBJ (Bareback Blowjob) ★ BJ (Blowjob Without a Condom) ★ COF (Come On Face) ★ (Oral To Completion) bjnonCovered ★ Special Massage ★ O-Level (Oral sex) ★ Blow Job ★ Oral Sex With A Noncondom) ★. Extraball (Have Sex Many Times) Our Hotels Services Call Girls Near Holiday Inn Mahipalpur Call Girls Near Holiday Inn Mayur Vihar Noida Call Girls Near Radisson Blu Ghaziabad Call Girls Near Radisson Blu Gurgaon Call Girls Near Radisson Blu Faridabad Call Girls Near Radisson Blu Mbd Noida Call Girls Near Sheraton Saket New Delhi Call Girls Near Vivanta by Taj Dwarka New Delhi Call Girls Near ITC Mourya Chanakyapuri Call Girls Near Jaypee Siddharth Rajendra Place Call Girls Near Le Meridien Connaught Place ★ All Meetings We Provide Hottest Female With Me Are Safe And Consensual With Most Limits Respected Complete Satisfaction Guaranteed…Service Available In:- 24/7 3* 4* 5* Star Hotel Services . In Call & Out Call ServiCe Available Also. ★ I Guarantee You To Have An Unforgettable Experience With Me.A Curvy Body, long Hair and Silky Smooth Skin. She Is an Independent Escorts Model Will Give You More Pleasure & Full Satisfaction. ★ I am Very Sensual and Flirtatious With Charming Personality ! I Love To laugh and My Bright Smile Is Ever Present.,HOTEL & HOME SERVICE.PLZZ ★ Available Near All 3* 4* 5* Hotels Of I Want Only Hotel Name,Guest Name,Room No.Only For Confirmation. ——-♡♡♡♡♡THANKS FOR VISITING♡♡♡♡♡——– Booking 24 HRS. NOW CALL FOR ENJOY WITH Call Us ☎+91-9990211544 ———-♡♡♡♡♡THANKS FOR VISITING♡♡♡♡♡———–

Call Girls In DLf Gurgaon ➥99902@11544 ( Best price)100% Genuine Escort In 24...

Call Girls In DLf Gurgaon ➥99902@11544 ( Best price)100% Genuine Escort In 24...

Call Girls In DLf Gurgaon ➥99902@11544 ( Best price)100% Genuine Escort In 24...

0183760ssssssssssssssssssssssssssss00101011 (27).pdf

0183760ssssssssssssssssssssssssssss00101011 (27).pdf

0183760ssssssssssssssssssssssssssss00101011 (27).pdf

Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bangalore Booking Contact Details :- WhatsApp Chat :- +91-7737669865 2-May-2024(SMW) Call Girls In Model Towh Bangalore +91-7737669865 !! Best Woman Seeking Man Call Girls Service, Escorts Service in Home Hotel in Bangalore NCR 24 Hours Available Service Call Girls, Contact Us +91-7737669865 (Any Time. Any Where) Call Girls in Bangalore, Noida, Gurgaon, Ghaziabad,Sexy Indian Female Escorts Service Bangalore NCRWelcome To Bangalore Escorts Service – An All Over New Bangalore Very Sexy Hot Call Girls Agency Service Escorts In South BangaloreNCRBangalore’s No. 1 High Profile Independent Female Escorts Service. We Provide Good Quality Educated Profile At Very Regnebal Price 100% Safe And Original.We Are Provide Escorts Service All OYO Hotels ,3*,4*,5* Star Hotel And Home Flat, Apartment. Guest-House. Services In -Call And Out – Call Both Are Services Available. 24Hrs. Any Time Any Where. In All Over Bangalore Noida Gurgaon Ghaziabad Faridabad.More Information And Contact Profile Real Pic Visit Our Website City Wise Escorts Service Agency.Good Looking Cheap And Best Models Girls U Can Get Best Click On Link……Night Call Girls Now In Hotel Le Meridien Gurgaon Near Female Escort One Shot — 5000/in call (time 1 hour), 6000/out call Two shot with one girl — 8000/in call (time 2 hour), 10000/out call Body to body massage with sex- 8000/in call (time 1 hour) Full night Service for one person– 12000/in call, 13000/out call (shot limit 3-4 shots) Full night Service for more than 1 person — please contact Us —7737669865 We are available 24*7 all days of the year. Call us — 7737669865 Thank you for Visiting.

Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bang...

Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bang...

Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bang...

John Halpern sued for sexual assault.pdf

John Halpern sued for sexual assault.pdf

John Halpern sued for sexual assault.pdf

Recently uploaded (20)

Pharma Works Profile of Karan Communications

Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...

Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...

Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...

Regression analysis: Simple Linear Regression Multiple Linear Regression

Regression analysis: Simple Linear Regression Multiple Linear Regression

Regression analysis: Simple Linear Regression Multiple Linear Regression

VIP Call Girls In Saharaganj ( Lucknow ) 🔝 8923113531 🔝 Cash Payment (COD) 👒

VIP Call Girls In Saharaganj ( Lucknow ) 🔝 8923113531 🔝 Cash Payment (COD) 👒

VIP Call Girls In Saharaganj ( Lucknow ) 🔝 8923113531 🔝 Cash Payment (COD) 👒

MONA 98765-12871 CALL GIRLS IN LUDHIANA LUDHIANA CALL GIRL

MONA 98765-12871 CALL GIRLS IN LUDHIANA LUDHIANA CALL GIRL

MONA 98765-12871 CALL GIRLS IN LUDHIANA LUDHIANA CALL GIRL

Best VIP Call Girls Noida Sector 40 Call Me: 8448380779

Best VIP Call Girls Noida Sector 40 Call Me: 8448380779

Best VIP Call Girls Noida Sector 40 Call Me: 8448380779

Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...

Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...

Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...

👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...

👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...

👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...

M.C Lodges -- Guest House in Jhang.

M.C Lodges -- Guest House in Jhang.

M.C Lodges -- Guest House in Jhang.

Insurers' journeys to build a mastery in the IoT usage

Insurers' journeys to build a mastery in the IoT usage

Insurers' journeys to build a mastery in the IoT usage

Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available

Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available

Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available

Mondelez State of Snacking and Future Trends 2023

Mondelez State of Snacking and Future Trends 2023

Mondelez State of Snacking and Future Trends 2023

Famous Olympic Siblings from the 21st Century

Famous Olympic Siblings from the 21st Century

Famous Olympic Siblings from the 21st Century

Lucknow 💋 Escorts in Lucknow - 450+ Call Girl Cash Payment 8923113531 Neha Th...

Lucknow 💋 Escorts in Lucknow - 450+ Call Girl Cash Payment 8923113531 Neha Th...

Lucknow 💋 Escorts in Lucknow - 450+ Call Girl Cash Payment 8923113531 Neha Th...

Organizational Transformation Lead with Culture

Organizational Transformation Lead with Culture

Organizational Transformation Lead with Culture

How to Get Started in Social Media for Art League City

How to Get Started in Social Media for Art League City

How to Get Started in Social Media for Art League City

Call Girls In DLf Gurgaon ➥99902@11544 ( Best price)100% Genuine Escort In 24...

Call Girls In DLf Gurgaon ➥99902@11544 ( Best price)100% Genuine Escort In 24...

Call Girls In DLf Gurgaon ➥99902@11544 ( Best price)100% Genuine Escort In 24...

0183760ssssssssssssssssssssssssssss00101011 (27).pdf

0183760ssssssssssssssssssssssssssss00101011 (27).pdf

0183760ssssssssssssssssssssssssssss00101011 (27).pdf

Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bang...

Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bang...

Call Girls Jp Nagar Just Call 👗 7737669865 👗 Top Class Call Girl Service Bang...

John Halpern sued for sexual assault.pdf

John Halpern sued for sexual assault.pdf

John Halpern sued for sexual assault.pdf

Revenue and Trade Promotion Management Survey Summary Charts - 9 OCT 2017

1. Revenue & Trade Promotion Management Study Summary Charts August - September 2017

2. Supply Chain Insights LLC Copyright © 2017, p. 2 Agenda  Study Overview  Summary  Revenue Management  Go-to-Market Tactics  Trade Promotion Management  Digital Transformation

3. Supply Chain Insights LLC Copyright © 2017, p. 3 Supply Chain Insights LLC Copyright © 2017, p. 3

4. Supply Chain Insights LLC Copyright © 2017, p. 4 Supply Chain Insights LLC Copyright © 2017, p. 4

5. Supply Chain Insights LLC Copyright © 2017, p. 5 Supply Chain Insights LLC Copyright © 2017, p. 5

6. Supply Chain Insights LLC Copyright © 2017, p. 6 Supply Chain Insights LLC Copyright © 2017, p. 6

7. Supply Chain Insights LLC Copyright © 2017, p. 7 Supply Chain Insights LLC Copyright © 2017, p. 7

8. Supply Chain Insights LLC Copyright © 2017, p. 8 Agenda  Study Overview  Summary  Revenue Management  Go-to-Market Tactics  Trade Promotion Management  Digital Transformation

9. Supply Chain Insights LLC Copyright © 2017, p. 9 Supply Chain Insights LLC Copyright © 2017, p. 9

10. Supply Chain Insights LLC Copyright © 2017, p. 10 Agenda  Study Overview  Summary  Revenue Management  Go-to-Market Tactics  Trade Promotion Management  Digital Transformation

11. Supply Chain Insights LLC Copyright © 2017, p. 11

12. Supply Chain Insights LLC Copyright © 2017, p. 12 Supply Chain Insights LLC Copyright © 2017, p. 12

13. Supply Chain Insights LLC Copyright © 2017, p. 13 Agenda  Study Overview  Summary  Revenue Management  Go-to-Market Tactics  Trade Promotion Management  Digital Transformation

14. Supply Chain Insights LLC Copyright © 2017, p. 14 Supply Chain Insights LLC Copyright © 2017, p. 14

15. Supply Chain Insights LLC Copyright © 2017, p. 15 Supply Chain Insights LLC Copyright © 2017, p. 15

16. Supply Chain Insights LLC Copyright © 2017, p. 16 Supply Chain Insights LLC Copyright © 2017, p. 16

17. Supply Chain Insights LLC Copyright © 2017, p. 17 Supply Chain Insights LLC Copyright © 2017, p. 17

18. Supply Chain Insights LLC Copyright © 2017, p. 18 Supply Chain Insights LLC Copyright © 2017, p. 18

19. Supply Chain Insights LLC Copyright © 2017, p. 19 Supply Chain Insights LLC Copyright © 2017, p. 19

20. Supply Chain Insights LLC Copyright © 2017, p. 20 Supply Chain Insights LLC Copyright © 2017, p. 20

21. Supply Chain Insights LLC Copyright © 2017, p. 21 Supply Chain Insights LLC Copyright © 2017, p. 21

22. Supply Chain Insights LLC Copyright © 2017, p. 22 Supply Chain Insights LLC Copyright © 2017, p. 22

23. Supply Chain Insights LLC Copyright © 2017, p. 23 Supply Chain Insights LLC Copyright © 2017, p. 23

24. Supply Chain Insights LLC Copyright © 2017, p. 24 Supply Chain Insights LLC Copyright © 2017, p. 24

25. Supply Chain Insights LLC Copyright © 2017, p. 25 Supply Chain Insights LLC Copyright © 2017, p. 25

26. Supply Chain Insights LLC Copyright © 2017, p. 26 Supply Chain Insights LLC Copyright © 2017, p. 26

27. Supply Chain Insights LLC Copyright © 2017, p. 27 Supply Chain Insights LLC Copyright © 2017, p. 27

28. Supply Chain Insights LLC Copyright © 2017, p. 28 Supply Chain Insights LLC Copyright © 2017, p. 28

29. Supply Chain Insights LLC Copyright © 2017, p. 29 Supply Chain Insights LLC Copyright © 2017, p. 29

30. Supply Chain Insights LLC Copyright © 2017, p. 30 Supply Chain Insights LLC Copyright © 2017, p. 30

31. Supply Chain Insights LLC Copyright © 2017, p. 31 Supply Chain Insights LLC Copyright © 2017, p. 31

32. Supply Chain Insights LLC Copyright © 2017, p. 32 Supply Chain Insights LLC Copyright © 2017, p. 32

33. Supply Chain Insights LLC Copyright © 2017, p. 33 Agenda  Study Overview  Summary  Revenue Management  Go-to-Market Tactics  Trade Promotion Management  Digital Transformation

34. Supply Chain Insights LLC Copyright © 2017, p. 34

35. Supply Chain Insights LLC Copyright © 2017, p. 35 Supply Chain Insights LLC Copyright © 2017, p. 35

36. Supply Chain Insights LLC Copyright © 2017, p. 36 Supply Chain Insights LLC Copyright © 2017, p. 36

37. Supply Chain Insights LLC Copyright © 2017, p. 37 Supply Chain Insights LLC Copyright © 2017, p. 37

38. Supply Chain Insights LLC Copyright © 2017, p. 38 Supply Chain Insights LLC Copyright © 2017, p. 38

39. Supply Chain Insights LLC Copyright © 2017, p. 39 Supply Chain Insights LLC Copyright © 2017, p. 39

40. Supply Chain Insights LLC Copyright © 2017, p. 40 Supply Chain Insights LLC Copyright © 2017, p. 40

41. Supply Chain Insights LLC Copyright © 2017, p. 41 Supply Chain Insights LLC Copyright © 2017, p. 41

42. Supply Chain Insights LLC Copyright © 2017, p. 42 Supply Chain Insights LLC Copyright © 2017, p. 42

43. Supply Chain Insights LLC Copyright © 2017, p. 43 Supply Chain Insights LLC Copyright © 2017, p. 43

44. Supply Chain Insights LLC Copyright © 2017, p. 44 Supply Chain Insights LLC Copyright © 2017, p. 44

45. Supply Chain Insights LLC Copyright © 2017, p. 45 Supply Chain Insights LLC Copyright © 2017, p. 45

46. Supply Chain Insights LLC Copyright © 2017, p. 46 Supply Chain Insights LLC Copyright © 2017, p. 46

47. Supply Chain Insights LLC Copyright © 2017, p. 47 Supply Chain Insights LLC Copyright © 2017, p. 47

48. Supply Chain Insights LLC Copyright © 2017, p. 48 Supply Chain Insights LLC Copyright © 2017, p. 48

49. Supply Chain Insights LLC Copyright © 2017, p. 49 Supply Chain Insights LLC Copyright © 2017, p. 49

50. Supply Chain Insights LLC Copyright © 2017, p. 50 Supply Chain Insights LLC Copyright © 2017, p. 50

51. Supply Chain Insights LLC Copyright © 2017, p. 51 Supply Chain Insights LLC Copyright © 2017, p. 51

52. Supply Chain Insights LLC Copyright © 2017, p. 52 Agenda  Study Overview  Summary  Revenue Management  Go-to-Market Tactics  Trade Promotion Management  Digital Transformation

53. Supply Chain Insights LLC Copyright © 2017, p. 53

54. Supply Chain Insights LLC Copyright © 2017, p. 54 Supply Chain Insights LLC Copyright © 2017, p. 54

55. Supply Chain Insights LLC Copyright © 2017, p. 55 Supply Chain Insights LLC Copyright © 2017, p. 55

56. Supply Chain Insights LLC Copyright © 2017, p. 56 Supply Chain Insights LLC Copyright © 2017, p. 56