\u201cDelivering Results, Transferring Skills and Leaving Legacies\u201d<\/p>\n
The bean counters DON\u2019T make any difference; The weak link in many failed companies is NOT the finance director; simply the operation could generate more cash. Better business management prevents disaster. In most cases the FDs words betray them as much as the numbers. In the face of a disaster the FDs classic excuses. \u25cf \u201cI don\u2019t do cash forecasts. I\u2019ve never found them useful.\u201d \u25cf \u201cSure we\u2019ve made some losses but look how much we\u2019ve grown turnover.\u201d \u25cf \u201cI don\u2019t know whether this customer account is profitable. What I do know is that we can\u2019t supply them enough. They love us!\u201d \u25cf \u201cYou just don\u2019t understand our business. We\u2019ve always done it this way.\u201d \u25cf \u201cI don\u2019t actually prepare the management accounts.\u201d Don\u2019t forget Procurement \u2013 \u201cdelivering more value at less cost\u201d; the misconceived view of procurement is simple cost savings. In fact the benefits of effective procurement can extend beyond functional boundaries. Procurement creates the ability to create a robust business model, collaborate internally & externally enabling the organisation to be more agile to changes in the business environment. Good procurement shares several common characteristics; \u25cf internal and external cross functional cooperation and collaboration.\u25cf Standardised sourcing processes across the business.\u25cf Supplier performance reporting ensuring compliance with service level agreements \u25cf Automated requisition\/order activity and other non value adding activities. \u25cf Remuneration & reward linked directly to the achievement of functional objectives. Getting procurement right \u2013 a 26x return on the project; the scenario; manufacturing comprised of 3 million hours pa covering 20,000 SKUs. We were engaged by a division losing money and facing 2 choices \u2013 Closure or radical restructuring. Procurement were part of the multi functional change management team that quickly identified the direction, options, approach, deliverables & timeline requirements and completed ahead of schedule. The benefits delivered were as follows: \u25cf \u00a33M savings delivered. \u25cf created and recruited the team and first multi functional Strategic Sourcing discipline in the client Group. \u25cf assessed and introduced 37 totally new suppliers into the client inside 4 weeks. \u25cf successfully transferred 3 million machining hours to newly selected supply base. \u25cfcreated the purchasing processes and framework under which the new function operated. \u25cfsubstantially improved overall service provision \u2013 right first time & on time in full. \u25cf A return on investment of 26:1. By any \u201cbean counting\u201d yardstick a staggering ROI? Tom Pickering (Icebreaker Executive CEO) office@icebreakerexecutive.com T: 0207 193 5518.<\/p>\n","protected":false},"excerpt":{"rendered":"
\u201cDelivering Results, Transferring Skills and Leaving Legacies\u201d The bean counters […]<\/p>\n","protected":false},"author":5,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[16,17,1],"tags":[],"class_list":["post-595","post","type-post","status-publish","format-standard","hentry","category-news-2","category-turnaround","category-uncategorized"],"yoast_head":"\n