10 el­e­ments of a vested agree­ment by an­drew dow­nard

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Rule 1: Out­come Based vs Trans­ac­tion Based busi­ness model El­e­ment 1: Busi­ness Model El­e­ment 2: Shared Vi­sion state­ment and state­ment of in­tent Rule 2: Fo­cus on the WHAT, not the HOW El­e­ment 3: State­ment of ob­jec­tives/work­load al­lo­ca­tion Rule 3: Clearly de­fined and mea­sur­able de­sired out­comes El­e­ment 4: Per­for­mance met­rics for de­sired out­comes El­e­ment 5: Per­for­mance man­age­ment Rule 4: Pric­ing model in­cen­tives are op­ti­mised for cost/ser­vice trade­offs El­e­ment 6: Pric­ing model (mar­gin match­ing/in­cen­tives frame­work) Rule 5: Insight vs Over­sight gov­er­nance struc­ture El­e­ment 7: Re­la­tion­ship man­age­ment frame­work El­e­ment 8: Trans­for­ma­tion man­age­ment El­e­ment 9: Exit man­age­ment plan El­e­ment 10: Spe­cial con­cerns and ex­ter­nal re­quire­ments

Con­sid­ered as Asia’s largest end-toend Lo­gis­tics and Sup­ply Chain Con­fer­ence, the event wit­nessed at­ten­dance of over 450 at­ten­dees, 100 speak­ers and 35 ex­hibitors. The Con­clave suc­cess­fully re­vealed unique strate­gies to de­ploy in busi­ness mod­els to meet the re­quire­ments of the new eco­nomic era, drive re­newed growth and gain mar­ket share.

As a keynote speaker, Rob O’Byrne, Group Man­ag­ing Di­rec­tor, Lo­gis­tics Bureau spoke about the dif­fer­ent levers which im­pacts the bot­tom-line of a sup­ply chain. Dur­ing his pre­sen­ta­tion, he dis­cussed the ‘high lever­age’ ar­eas of sup­ply chain man­age­ment to gain the big­gest bot­tom line im­prove­ment, ideas to fo­cus on for real busi­ness im­prove­ment. An­drew Dow­nard, Di­rec­tor, AD Sup­ply Chain Group was the next keynote speaker of the day who fo­cused on de­liv­er­ing bet­ter ser­vice, re­duc­ing cost and in­creas­ing in­no­va­tion. Satish Karunakaran, Vice Pres­i­dent – Plan­ning & Sup­ply Chain, Madura Fash­ion & Life­style; S K Tyagi, Di­rec­tor – SCM, ray­mond Ltd; Pramod Sant, Vice Pres­i­dent – Lo­gisitics, Siemens Ltd; Rajeev Me­hta, Ex­ec­u­tive Pres­i­dent – Busi­ness De­vel­op­ment, Ul­tratech Ce­ment and Tej Nir­mal Singh, Di­rec­tor – Sup­ply Chain, Eric­s­son In­dia.

Ac­cord­ing to Singh, sup­ply chain strat­egy needs to be in­line with the global prod­uct strat­egy of a com­pany. He said, “The big­gest chal­lenge to­day is to align both lo­cal sup­ply chain and global prod­uct strate­gies. In such cases, a com­pany should al­ways re­visit or re­vise their strate­gies fre­quently to bring in cus­tomer sat­is­fac­tion. Also, com­pa­nies should be flex­i­ble enough to tweak their strate­gies as per their tar­get cus­tomer needs.” Echo­ing sim­i­lar thoughts, Sant said, “Com­pa­nies can’t have long term strat­egy as cus­tomer needs are chang­ing at a faster pace. Also, we need to adapt to chang­ing tech­nol­ogy and cus­tomer needs and at the same time en­sure that the changes are not im­pact­ing on the bot­tom-lines.” He also in­formed that com­pa­nies should ab­sorb knowl­edge com­ing from both cus­tomers and com­peti­tors.

The power-packed busi­ness ses­sions and panel dis­cus­sions at the event were well at­tended and proved to be an ex­cel­lent knowl­edge-shar­ing plat­form for the in­dus­try. The event was fol­lowed by the sev­enth Ex­press, Lo­gis­tics & Sup­ply Chain Awards 2013.

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