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Key Financial Skills All Buyers Should Have - 0 views

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    "The term "financial skills" covers a range of activities that a professional buyer or procurement executive needs to have if they are to deliver value for money and manage commercial risk for their organisation. However, these skills are not always covered by conventional training which means that a buyer could be creating needless exposure both for themselves and their career as well as their organisation."
ISM Silicon Valley

New Supply Chain Risk Poll Finds Fortune 1000 Companies Are Managing Risk for Less Than... - 0 views

  • Aravo, the leading provider of SaaS Supplier Information Management (SIM) software and services, today announced the results of a new supplier risk poll exploring the opinions and concerns of Fortune 1000 executives. While global corporations are focusing on creating collaborative partnerships with suppliers to make supply chains more efficient, the poll indicates that their top concerns include ongoing supplier financial viability, ensuring regulatory compliance, and managing suppliers in emerging markets.
  • A significant number of those polled (71.4%) expressed that their biggest concern continues to be risk of supplier financial viability. However, despite these concerns, more than half of the financial, procurement and risk executives polled have less than 20% of their supplier base under active risk management.
ISM Silicon Valley

Oracle Delivers Integrated Business Planning Through the Integration of Enterprise Perf... - 0 views

  • To improve operational alignment and financial performance, Oracle today announced the integration of Oracle® Hyperion Planning and Oracle's Demantra Real-Time Sales and Operations Planning.
  • Linking Hyperion Planning and Oracle's Demantra Sales and Operations Planning gives CFOs and supply chain executives a direct path to evolve from a disconnected enterprise and operational planning environment to integrated business planning.
ISM Silicon Valley

Crisis Management in the Supply Chain - 0 views

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    Whether caused by weather, pandemics or financial meltdowns, every supply chain will experience disruptive events, says Phil Renaud, vice president of risk management at Exel.
ISM Silicon Valley

Welcome to SupplyChainBrain: Is Keeping Supplier Risk at Bay an Option Anymore? - 0 views

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    Solution allows Dresser-Rand to keep tabs on financial health and other risk factors of its suppliers, so it can step in for corrective action before disaster strikes.
ISM Silicon Valley

New Supply Chain Risk Poll Finds Fortune 1000 Companies Are Managing Risk for Less Than... - 0 views

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    "Aravo, the leading provider of SaaS Supplier Information Management (SIM) software and services, today announced the results of a new supplier risk poll exploring the opinions and concerns of Fortune 1000 executives. While global corporations are focusing on creating collaborative partnerships with suppliers to make supply chains more efficient, the poll indicates that their top concerns include ongoing supplier financial viability, ensuring regulatory compliance, and managing suppliers in emerging markets."
ISM Silicon Valley

IHS Global Insight // Pricing & Purchasing - 0 views

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    Economic, financial, and political coverage available from any source to support planning and decision making.
ISM Silicon Valley

Not everyone is impressed by Dell's "smart" supply chain - 0 views

  • To understand Dell's situation, you have to go back to the start. After being founded in Michael Dell's dorm room at the University of Texas at Austin in 1984, the company mastered the science of supply-chain efficiency. It was a model that made Dell the top-performing stock in the S&P 500 during the 1990s. Because it curtailed its retail store business early on and sold directly to consumers and businesses, Dell could build computers "just in time," which meant that it didn't have to assemble a machine and then let it sit in a warehouse or a retail location until someone bought it. Instead, it generally put together PCs only after customers had already ordered them. That meant Dell could order certain parts for its computers just days before they were needed—and often not pay for them until after the assembled computers were shipped off to customers
  • derstand Dell's situation, you have to go back to the start. After being founded in Michael Dell's dorm room at the University of Texas at Austin in 1984, the company mastered the science of supply-chain efficiency. It was a model that made Dell the top-performing stock in the S&P 500 during the 1990s. Because it curtailed its retail store business early on and sold directly to consumers and businesses, Dell could build computers "just in time," which meant that it didn't have to assemble a machine and then let it sit in a warehouse or a retail location until someone bought it. Instead, it generally put together PCs only after customers had already ordered them. That meant Dell could order certain parts for its computers just days before they were needed—and often not pay for them until after the assembled computers were shipped off to customers. But in the past few years, Dell has tried to expand its market by selling in stores. That has forced Dell to deal with several new challenges, among them that big chains such as Best Buy and Wal-Mart stock their shelves with a fixed lineup of PCs rather than customizing machines for each buyer. "We've had to change the entire supply chain to build fixed configurations," the company's chief financial officer, Brian Gladden, recently told Technology Review. And retailers order these machines months in advance, not days or weeks. google_protectAndRun("ads_core.google_render_ad", google_handleError, google_render_ad); As a result, Dell must try to figure out over the summer what to charge for PCs that will actually be made and sold during the holiday season. If the price of a major component such as memory chips jumps between July and December, Dell's profits can get squeezed. That's what happened in 2009. Even a plunge in prices can be damaging, because the company hedges many of its component purchases to lock in prices within a certain range. If prices fall way below the expected level, it has overspent for the parts. E-mail Print Favorite Share 12 Related Articles Bringing Down the High Costs of Business Forecasting Cloud-based services now provide a way for companies to plan ahead without relying on cumbersome spreadsheets. But what's a boon for smaller companies is disrupting the market for higher-end solutions. Dating Sites Try Adaptive Matchmaking New software is inspired by algorithms that target online ads or recommend books and movies. The Brainy Learning Algorithms of Numenta How the inventor of the PalmPilot studied the workings of the human brain to help companies turn a deluge of data into business intelligence. Tags business business impact Dell Predictive Modeling To comment, please sign in or register Username Password Forgot my password Adverti
  • niversity of Texas at Austin in 1984, the company mastered the science of supply-chain efficiency. It was a model that made Dell the top-performing stock in the S&P 500 during the 1990s. Because it curtailed its retail store business early on and sold directly to consumers and businesses, Dell could build computers "just in time," which meant that it didn't have to assemble a machine and then let it sit in a warehouse or a retail location until someone bought it. Instead, it generally put together PCs only after customers had already ordered them. That meant Dell could order certain parts for its computers just days before they were needed—and often not pay for them until after the assembled computers were shipped off to customers. But in the past few years, Dell has tried to expand its market by selling in stores. That has forced Dell to deal with several new challenges, among them that big chains such as Best Buy and Wal-Mart stock their shelves with a fixed lineup of PCs rather than customizing machines for each buyer. "We've had to change the entire supply chain to build fixed configurations," the company's chief financial officer, Brian Gladden, recently told Technology Review. And retailers order these machines months in advance, not days or weeks. google_protectAndRun("ads_core.google_render_ad", google_handleError, google_render_ad); As a result, Dell must try to figure out over the summer what to charge for PCs that will actually be made and sold during the holiday season. If the price of a major component such as memory chips jumps between July and December, Dell's profits can get squeezed. That's what happened in 2009. Even a plunge in prices can be damaging, because the company hedges many of its component purchases to lock in prices within a certain range. If prices fall way below the expected level, it has overspent for the parts. E-mail Print Favorite Share 12 Related Articles Bringing Down the High Costs of Business Forecasting Cloud-based services now provide a way for companies to plan ahead without relying on cumbersome spreadsheets. But what's a boon for smaller companies is disrupting the market for higher-end solutions. Dating Sites Try Adaptive Matchmaking New software is inspired by algorithms that target online ads or recommend books and movies. The Brainy Learning Algorithms of Numenta How the inventor of the PalmPilot studied the workings of the human brain to help companies turn a deluge of data into business intelligence. Tags business business impact Dell Predictive Modeling To comment, please sign in or register Username Password Forgot my password
ISM Silicon Valley

Global Manufacturing Outlook: Relationships, Risk and Reach - 0 views

  • Business attitudes across the globe — jarred by the European sovereign debt crisis, sagging consumer confidence and continuing market fluctuations — are vacillating between confidence and caution, and volatility is likely to remain a permanent feature of the global business environment. While the financial crisis revealed key vulnerabilities of an interconnected global economy, it has also provided a needed catalyst in helping organizations create more dynamic, resilient and responsive supply chains to. A clear majority of leading industrial companies still see cost as their main priority while managing supply chains, despite emerging evidence that excessive focus on cost has damaged relationships. A majority of the leading industrial manufacturing companies have created supply chain models that appropriately balance agility, sensitivity to risk, quality and cost. They plan to enter into more long-term contracts with fewer suppliers — with cost being the key driver for much of the collaboration. Read our report to find out how leading companies are adapting their business models and employing new supply chain tactics to manage risk while capitalizing on opportunities.
ISM Silicon Valley

10Minutes on supply chain risk management - 0 views

  • PwC explores how global supply chains are being tested by major upheavals in the world economy. The financial crisis is taking a heavy toll on worldwide manufacturing activity, and with credit becoming tight and consumer demand collapsing, bankruptcies have risen at an alarming rate.
ISM Silicon Valley

CFO - CFO and Supply Chain Management - 0 views

  • It will come as no surprise to CFOs that many Supply Chain Managers report directly to the CFO. After all, to a chief financial officer, inventory is often a line item on the balance sheet . In many industries (particularly retailing and manufacturing) ratios such as inventory turns are critical factors on the income statement and provide the CFO with an overall view of how much inventory is held across the company’s supply chain.
ISM Silicon Valley

IBM New Corporate Responsibility and Environmental Requirements to Advance Sustainabili... - 0 views

  • John Paterson, IBM Global Supply Chief Procurement Officer and Vice President, said, "Clearly there are financial benefits for procurement organizations around the world to choose suppliers that effectively manage their corporate and environmental responsibilities. For IBM, this helps contribute to our business success and that of our suppliers.  Moreover, it's the right thing to do."
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    New management system requirements to advance sustainability across the company's global network of suppliers. IBM's "first-tier" suppliers.
ISM Silicon Valley

Cost Control Remains Key Consideration In Managing Supply Chains - 0 views

  • A recent KPMG International survey, “Global Manufacturing Outlook – Relationships, Risk and Reach” of 200 senior-level executives from North America, Western Europe and Asia-Pacific on supply chains dynamics as a result of prevailing economic uncertainty, shows that 66% feel cost is the leading consideration of their supply chain models, but 63% agreed that more attention should be paid to non-financial elements of the supply chain and 38% said that an acute focus on cost has harmed relationships with suppliers.
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