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Tag Archives: Customer Account

What innovators can learn from Cost to Serve

Posted on 30 May 2012 by Tony Colwell
1

The concept of Cost to Serve has been around for many years (to my knowledge at least 20) and is an important tool in consumer packaged goods industries. Cost to Serve is a method of identifying profitability of individual products and customers. It is also used to unravel the complexity of multiple supply chains and channels to market. The analysis of the cost of each activity across the supply chain also provides data and insights to enable supply chain optimisation.

The focus of Cost to Serve is usually the in-market or post-launch costs of serving a product to a customer. Cost to Serve rarely looks at the development and launch costs of new products, which is the focus of this article. Yet product development teams can gain benefit from Cost to Serve methodology. Continue reading →

Posted in Business Process, Innovation, Stage Gate Process | Tagged BPM, Business Process, Customer Account, Innovation, NPD, Portfolio Analysis, Stage Gate, Supply Chain, Supply Chain Management, Value Chain | 1 Reply

How to Select Strategic Suppliers – Part 2: Reconciling Buyer and Supplier Perspectives

Posted on 8 February 2012 by Tony Colwell
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Few customer-supplier partnerships are equal. Buyers need to be wary of entering into dependent relationships where the supplier will gain a dominant position. This is the second part of a 2-part article which sets out to examine how and why Procurement might consider the supplier’s perspective when selecting suppliers. It is particularly relevant for strategic supplies, where value creation and value capture are key objectives. Continue reading →

Posted in Procurement, Procurement Techniques, Supplier Selection, Supply Chain | Tagged Customer Account, Partnership, Portfolio Analysis, Procurement, Purchasing, SRM, Supplier Relationship, Supply Chain Management, Techniques, Value Chain | Leave a reply

How to Select Strategic Suppliers – Part 1: Beware the Supplier’s Perspective

Posted on 7 February 2012 by Tony Colwell
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Few customer-supplier partnerships are equal. Buyers need to be wary of entering into dependent relationships where the supplier will gain a dominant position. This is the first part of a 2-part article which sets out to examine how and why Procurement might consider the supplier’s perspective when selecting suppliers. It is particularly relevant for strategic supplies, where value creation and value capture are key objectives. Continue reading →

Posted in Procurement, Procurement Techniques, Supplier Selection, Supply Chain | Tagged Customer Account, Partnership, Portfolio Analysis, Procurement, Purchasing, SRM, Supplier Relationship, Supply Chain Management, Techniques | 3 Replies
Member of the Association of Professional Interims

BIOGRAPHY


Tony Colwell is a UK-based Executive Interim Manager & Consultant in procurement and supply chain, transformation and change management. He is passionate about stakeholder engagement, collaboration and effective process.
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RECENT POSTS

  • Common Payment Processing Challenges and How to Overcome Them
  • How to Build a Strong Procurement Function
  • Some cautionary advice on the use of Supply Positioning
  • Supplier Classification – How to show suppliers where they stand
  • Can leaders dispense with collaboration?
  • Stakeholder Engagement Spectrum (Infographic)
  • What innovators can learn from Cost to Serve
  • Supply chain: a cross-functional collaboration… or the blinkered approach of functional silos?
  • Change Management: How to overcome stakeholders’ resistance to change
  • Procurement and cost reduction in UK central government
  • E-auctions: when (not) to use them… and dirty tactics to look out for!
  • Lean vs Agile Supply Chain… or can we have both?

Archive

  • Blog Archive (outside WordPress)

Avoiding the Pitfalls of Centralised Procurement

  • Part 1: Why so many procurement cost saving initiatives fail to deliver to the bottom line
  • Part 2: Strategic or Tactical Cost-Savings Programme?
  • Part 3: How to Start a Strategic Value-Added Programme
  • Part 4: Are your Procurement stakeholders champions or saboteurs?
  • Part 5: 18 Reasons why procurement cost-saving initiatives fail to deliver to the bottom line

How to Select Suppliers to Add Value

  • How to Select Strategic Suppliers: Beware the Supplier's Perspective
  • How to Select Strategic Suppliers: Reconciling Buyer & Supplier Perspectives
  • How to select suppliers to create value (Introduction)
  • Supplier Appraisal (Pre-contract)

A single shared forecast for the business... so what's the problem?

  • Part 1: The mess businesses get into
  • Part 2: Products at risk, and managing inbound supply

Effectiveness of Interim Management Supply Models

  • Part 1: The Metrics?
  • Part 2: Consultancy and Interim Assignments "…if you could tell me how to value the outputs that would be fantastic."
  • Part 3: Where Next?
  • Professional Interims: consultants or contingent labour?

Other Articles

  • 10 Tips on the use of Value Chain Analysis for Procurement Strategy
  • Business realities and the business process perspective
  • Overcoming obstacles to successful change programmes
  • Three Principles for Effective Services Contracting

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  • November 2011

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Member of the Association of Professional Interims

Executive Interim Managers & Consultants

Acuity (Consultants) Ltd provides professional interim executives, executive interim managers, consultants and experts in procurement and supply chain, transformation and change management.

Procurement & Supply Chain Services:

Helping and leading businesses, and providing the expertise, to improve the performance of procurement and supply chains, to engage stakeholders, to meet more efficiently and effectively the needs of the business and its customers.
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