SAP for Commodity Trading Optimize Commodity Pricing GET STARTED and Better Manage Risk Table of Contents

Total Page:16

File Type:pdf, Size:1020Kb

SAP for Commodity Trading Optimize Commodity Pricing GET STARTED and Better Manage Risk Table of Contents SAP for commodity trading Optimize commodity pricing GET STARTED and better manage risk Table of contents Executive summary Table of contents Commodity Management enhancements Executive summary Potential Commodity Management benefits Commodity Management Moving to SAP Commodity Management: Interim states enhancements Potential Commodity Different migration paths for different companies Management benefits Looking ahead Moving to SAP Commodity Management: Interim states About Deloitte Different migration paths for different companies Looking ahead About Deloitte 2 | SAP for commodity trading Executive summary For commodity-driven companies, today’s market environment of narrow margins and volatility uncertainty makes the trading function more important than ever. Despite the Table of contents increasing relevance of trading, a fully integrated Commodity Management solution Executive summary that can meet both the needs of traders and the enterprise has been elusive. Commodity Management enhancements Many companies use a niche commodity trading and In this report, we’ll take a closer look at SAP Commodity risk management (CTRM) system—or a collection of Management, including: Potential Commodity spreadsheets—to support trading. But the lack of • Enhancements new for SAP S/4HANA Management benefits integration between a company’s CTRM system and its • The high-level benefits companies can realize through Moving to SAP Commodity enterprise resource planning (ERP) system has long been these enhancements Management: Interim states an issue, leading to challenges in inventory management, • Making the move to SAP Commodity Management risk analysis, and tradebook to financial reconciliation. • Different migration paths for different companies Different migration paths for different companies With SAP S/4HANA, things have changed. The system’s new We hope the information in this report helps your company Commodity Management enhancements enable companies envision what’s possible as you consider your approach to Looking ahead to combine their CTRM and ERP functions to better manage integrating Commodity Management in your SAP S/4HANA their commodity trading business. This integration has journey. About Deloitte the potential to deliver significant benefits in the form of enhanced visibility, analysis, insight, and decision making. 3 | SAP for commodity trading Commodity Management enhancements Traditionally, SAP has been a strong player in the trading organization back office, but lack of front and middle-office functionality kept it from full adoption as the Table of contents trading solution for many organizations. With SAP S/4HANA, things have changed. Executive summary The new Commodity Management delivers • Run advanced risk simulations and analysis Commodity Management enhancements enhancements that consolidate the front-, middle-, • Make informed commercial decisions based on and back-office functions onto a single solution. integrated dashboards that can be configured to specific Potential Commodity These capabilities complement traditional SAP strengths organizational needs Management benefits by adding: Credit risk management with the capability to: Moving to SAP Commodity Improved deal capture through Fiori—the new SAP • Provide an integrated view of credit exposures that Management: Interim states user interface—including: integrates forward position credit exposures with current • A streamlined screen for trade entry that’s configurable by accounts receivable Different migration paths for different companies the user and allows for flexible user entry • Manage credit exposure through efficient cash application • The ability to capture both physical and financial trades in as counterparties pay invoices Looking ahead one place • Integrate with treasury for a broad view of credit exposure • Complex formula pricing that can be created on the fly versus cash and collateral postings About Deloitte • Integration with common public exchanges These additions can potentially enable companies to take Market risk management that allows users to: full advantage of the logistics and back-office functionality • Model complex physical and financial forward curves that was already in place in the SAP system—creating an • Decompose both physical and financial forward positions integrated solution that can support today’s dynamic supply into discrete market exposures and trading organization (see figure 1). 4 | SAP for commodity trading Commodity Management enhancements (continued) Figure 1: Commodity Management functionality introduced in SAP S/4 HANA Table of contents Executive summary Commodity Management Deal enhancements Logistics Logistics Capture Deal Capture Potential Commodity Management benefits Market Market Moving to SAP Commodity Actualization Actualization Risk Risk Management: Interim states Different migration paths for different companies Credit Risk Settlement Credit Settlement Risk Looking ahead Accounting Accounting About Deloitte SAP ECC S/4HANA 5 | SAP for commodity trading Potential Commodity Management benefits SAP S/4HANA gives companies the opportunity to effectively integrate trading and risk data with data across the enterprise, enabling new opportunities for Table of contents analytics and insight development. Executive summary As companies plan their move to the SAP S/4HANA • A centralized, scalable enterprise platform that’s Commodity Management enhancements platform, they should migrate supply and trading functions “futureproofed” to accommodate emerging capabilities, as a part of their overall enterprise roadmap. Some benefits such as artificial intelligence, predictive analytics, Potential Commodity of making this move include: robotic process automation, and blockchain Management benefits • True end-to-end visibility of the hydrocarbon value • Simplified infrastructure and system maintenance, chain, including: enabling the business to focus on value added Moving to SAP Commodity Management: Interim states - Transparency of inventories and their associated activities costs, market risks and opportunities created by an • Common master data that eliminates what formerly Different migration paths organization’s network of assets (e.g., refineries, pipeline took hours of work to sync and reconcile across trading for different companies capacity, terminals, storage) and forward transactions and SAP systems • A digital data core of enterprise commodity transactions, Looking ahead which enables high-quality analysis and insight generation • A “single source of truth” for trading data, reducing About Deloitte tradebook to financial reconciliation and providing a clear view of commercial performance 6 | SAP for commodity trading Potential Commodity Management benefits (continued) SAP is more than just a replacement for a traditional CTRM The SAP digital boardroom system. For example, an embedded CTRM capability within To enable this powerful data analysis, SAP S/4HANA Table of contents a company’s enterprise technology platform provides the introduces the digital boardroom solution, which is a opportunity for analytics that can: flexible, cloud-based data analysis tool fully integrated Executive summary • Highlight the impact of market exposures on financial with SAP and its HANA database. results in near real time Commodity Management • Use market, trading, and asset data for on-demand Today’s trading organizations must respond immediately enhancements hydrocarbon value chain optimization to market conditions, which is why the SAP data in the Potential Commodity • Integrate trading results and forecasts into C-suite digital boardroom is available in near real time. Further, Management benefits enterprise reporting it has the ability to integrate non-SAP application data, extending the opportunity for analysis even further. Moving to SAP Commodity This new capability also introduces enterprise data into Management: Interim states supply and trading, providing analytic opportunities to: Users can configure this digital boardroom to visualize and • Use asset and operations data to predict market analyze trading data as well as key performance indicators Different migration paths constraints (KPIs). Those KPIs can include base information, such as for different companies • Update trading positions with near real-time operations market exposures, inventory, and profit and loss (P&L), as Looking ahead forecasts well as advanced metrics, such as P&L explained and at-risk • Integrate credit and cash positions into deal analysis measures (e.g., cash flow at risk) (see figure 2). About Deloitte The bottom line? Analytics in the core of SAP enable companies to bring trading data into the enterprise and introduce enterprise data to supply and trading. And that can unlock exponential opportunities for insight and decision making. 7 | SAP for commodity trading Moving to SAP Commodity Management: Interim states (continued) Figure 2: Digital Boardroom in SAP Analytics Cloud Table of contents Executive summary Commodity Management enhancements Potential Commodity Management benefits Moving to SAP Commodity Management: Interim states Different migration paths for different companies Looking ahead About Deloitte 8 | SAP for commodity trading Moving to SAP Commodity Management: Interim states Because the trading business is core to business operations, the move to commodity management should be an evolutionary journey in lockstep with the Table of contents larger enterprise road map. Executive summary Interim production states
Recommended publications
  • Code of Business Ethics
    Code of Business Ethics Code of Business Ethics 1 www.mediakind.com An overview This Code of Business Ethics (this “Code”) has been developed for the purpose of providing an overview of MediaKind’s policies and the directives guiding our relationships with each other and with our stakeholders. MediaKind Code-of-Business-Ethics_Rev B.docx 2 www.mediakind.com Contents BEING A TRUSTED PARTNER ............................................................................................................ 4 Our guiding principles .......................................................................................................................... 4 Our responsibility for compliance ........................................................................................................... 5 Reporting compliance concerns ............................................................................................................. 5 CONDUCTING BUSINESS RESPONSIBLY ........................................................................................... 6 Our obligation as responsible corporate citizens ....................................................................................... 6 Respecting human rights throughout our business operations .................................................................... 7 Health and safety ................................................................................................................................ 8 Commitment to sustainable development ..............................................................................................
    [Show full text]
  • Irely's Next Gen Commodity Trading and Risk Management Software
    i21 — iRely’s Next Gen Commodity Trading and Risk Management Software Procurement, Trading and Risk Management End-to-End Process Visibility Traceability and Quality Management iRely Key Facts Headquartered in Fort Wayne, IN Officesin Bangalore, India and Makati City, Philippines Over 130 employees Today, customers are creating workflow systems utilizing many individual components including CRM, contract management, Over 30 years of logistics, accounting, inventory management, demand planning, commodity software and position management. This is a costly and resource heavy experience approach, and not scalable. iRely is the premier global partner of Enterprise Resource Planning (ERP) and Commodity Trading and Risk Management Privately held company (CTRM) software. iRely’s applications are modular and built on a Long-term ownership plan unified platform. Our solutions help companies manage core business processes within a single, easy to use system customized to Debtfree,profitable,and their requirements. These quality solutions are developed no external funding and managed by a team with broad subject matter expertise providing a competitive advantage to our customers. 2 | iRely.com 800.433.5724 Procurement, Trading and Risk Management iRely provides increased customer value across industries by consolidating the individual components into an integrated workflow-based system. iRely’s i21 software highlights include streamlined processes for trading management, forecasting and procurement management, risk management, quality management,
    [Show full text]
  • Fictitious Commodities: a Theory of Intellectual Property Inspired by Karl Polanyi’S “Great Transformation”
    Fordham Intellectual Property, Media and Entertainment Law Journal Volume 29 XXIX Number 4 Article 4 2019 Fictitious Commodities: A Theory of Intellectual Property Inspired by Karl Polanyi’s “Great Transformation” Alexander Peukert Goethe University, Frankfurt, [email protected] Follow this and additional works at: https://ir.lawnet.fordham.edu/iplj Part of the Intellectual Property Law Commons, International Law Commons, and the Science and Technology Law Commons Recommended Citation Alexander Peukert, Fictitious Commodities: A Theory of Intellectual Property Inspired by Karl Polanyi’s “Great Transformation”, 29 Fordham Intell. Prop. Media & Ent. L.J. 1151 (2019). Available at: https://ir.lawnet.fordham.edu/iplj/vol29/iss4/4 This Article is brought to you for free and open access by FLASH: The Fordham Law Archive of Scholarship and History. It has been accepted for inclusion in Fordham Intellectual Property, Media and Entertainment Law Journal by an authorized editor of FLASH: The Fordham Law Archive of Scholarship and History. For more information, please contact [email protected]. Fictitious Commodities: A Theory of Intellectual Property Inspired by Karl Polanyi’s “Great Transformation” Cover Page Footnote Professor Dr. iur., Goethe University, Frankfurt am Main, [email protected]. This article is available in Fordham Intellectual Property, Media and Entertainment Law Journal: https://ir.lawnet.fordham.edu/iplj/vol29/iss4/4 Fictitious Commodities: A Theory of Intellectual Property Inspired by Karl Polanyi’s “Great Transformation” Alexander Peukert* The puzzle this Article addresses is this: how can it be explained that intellectual property (IP) laws and IP rights (IPRs) have continuously grown in number and expanded in scope, territorial reach, and duration, while at the same time have been contested, much more so than other branches of property law? This Article offers an explanation for this peculiar dynamic by applying insights and concepts of Karl Polanyi’s book “The Great Transformation” to IP.
    [Show full text]
  • Work System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future Steven Alter University of San Francisco, [email protected]
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by University of San Francisco The University of San Francisco USF Scholarship: a digital repository @ Gleeson Library | Geschke Center Business Analytics and Information Systems School of Management February 2013 Work System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future Steven Alter University of San Francisco, [email protected] Follow this and additional works at: http://repository.usfca.edu/at Part of the Business Administration, Management, and Operations Commons, Management Information Systems Commons, and the Technology and Innovation Commons Recommended Citation Alter, Steven, "Work System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future" (2013). Business Analytics and Information Systems. Paper 35. http://repository.usfca.edu/at/35 This Article is brought to you for free and open access by the School of Management at USF Scholarship: a digital repository @ Gleeson Library | Geschke Center. It has been accepted for inclusion in Business Analytics and Information Systems by an authorized administrator of USF Scholarship: a digital repository @ Gleeson Library | Geschke Center. For more information, please contact [email protected]. Research Article Work System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future Steven Alter University of San Francisco [email protected] Abstract This paper presents a current, accessible, and overarching view of work system theory. WST is the core of an integrated body of theory that emerged from a long-term research project to develop a systems analysis and design method for business professionals called the work system method (WSM).
    [Show full text]
  • Upcoming Accounting Changes Will Affect Your Business Operations
    Upcoming accounting changes will affect your business operations Transition needs to be on your agenda now Three new standards in Australia are having a respond to the changes effectively and tell their major impact on business operations. Complying stakeholders early about the expected impacts on with the new Leasing, Revenue, and Financial financial results – crucial to bringing them along Instruments (i.e. hedging) standards will require on the company’s performance journey. many companies to change their business strategy, remuneration structure, tax plans, internal systems To help your company transition to these and controls, and investor communications. standards, we’ve developed a three-step model Companies that act now to take advantage of for how you should respond to the accounting the implementation timetable will be able to changes (see overleaf). Have you considered? • Your stakeholders and how you will communicate the impact of the changes on your results? • Your financial results and how you will go about determining the impact of the change? • Your organisation’s control environment and whether you are equipped to implement the changes efficiently and effectively? More than accounting Strategy (e.g. real estate strategy, Internal controls treasury strategy) Will there be an impact on the end-to-end Have you reassessed your existing strategy around processes and internal controls? business development, pricing decisions and operational behaviour? Tax plans Will there be an impact on tax planning HR and remuneration structure
    [Show full text]
  • Business Studies
    1. How to use this Booklet Purpose of the study guide • This study guide is developed to assist you to respond to different kind of questions on the topics included in this booklet • It will assist you to understand relevant concepts. For this purpose, a glossary of related terminology is included. • Pay special attention to hints and tips in preparing you on how to respond to different kinds of questions • After every content topic there will be an activity , check your answers in Section 6 of the booklet • The activities are based on exam- type questions • If you get any incorrect answers, make sure you understand where you went wrong before you continue to the next section. Look out for the following icons used in the booklet: 1 2. Study and Examination Tips 2.1 Structure of the question paper SECTION A Answer all questions: Different types of short and objective questions are set using various assessment styles and covering the 40 marks entire content for the year, e.g. multiple-choice, match columns, choose the correct word in brackets, etc. 30 min (20 short questions x 2) 10 marks per broad topic SECTION B Five questions are set and learners answer three 3 x 60 = questions: 180 marks These questions are set on all the content covered during the year. Answers should be in paragraph style. 3 x 30 min = 90 min Applicable verbs, e.g. discuss, motivate, compare, differentiate, explain, etc. Case studies (scenarios) or source-based questions will be included. Focus areas: Question 2- Business Environment Question 3- Business Ventures Question 4- Business Roles Question 5- Business Operations Question 6 - Miscellaneous SECTION C FOUR questions are set covering the entire 80 marks content for the year (use scenarios): Choose any TWO of the FOUR questions.
    [Show full text]
  • Commodity Procurement / Merchandiser
    Career Profiles COMMODITY PROCUREMENT / MERCHANDISER Commodity Procurement/Merchandisers oversee companies commodities and are responsible for trading, purchasing, locating, and customer accounts for each commodity. WHAT RESPONSIBILITIES WILL I HAVE? WHAT EDUCATION & TRAINING IS REQUIRED? Bachelor’s degree in agricultural business, supply chain • Collaborate between feed formulators and plant managers to provide management, accounting, or finance lowest cost options for all feeds, feed ingredients and feed products • Point of contact for suppliers, external market consultants, and resources THE FOLLOWING HIGH SCHOOL COURSES • Support the Commodities group by negotiating cost saving initiatives and ARE RECOMMENDED... cost mitigation efforts Agricultural education, a focus on the sciences, computer • Determines strategic supply objectives using tools and reports for decision courses, geography, mathematics making around products and commodity purchases • Assesses supply base and negotiates best cost structure TYPICAL EMPLOYERS • Identifies and develop a reliable and effective base of qualified suppliers. • Takes action to address supplier pricing and/or delivery issues; advises Integrated animal production companies, seed/fertilizer/ management of market conditions and supply base activity which presents chemical dealers/producers, food production companies, significant risk or needs to be elevated to management’s attention cooperatives and elevator companies • Drive continuous supplier quality improvement through participating in rapid
    [Show full text]
  • Enterprise Resource Planning (ERP) System Implementation: Promise and Problems Mehmet C
    The Review of Business Information Systems Volume 7, Number 3 Enterprise Resource Planning (ERP) System Implementation: Promise and Problems Mehmet C. Kocakülâh, (E-mail: [email protected]), University of Southern Indiana Dana R. Willett, University of Southern Indiana Abstract The experiences of the two businesses presented here correlate well with the success factors iden- tified in the literature related to implementation of enterprise resource planning systems. The im- portance of successful ERP system planning and deployment becomes evident when consideration is given to the resources companies devote to these projects and the advantages promised and of- ten realized as a result of business process improvement through ERP. As enterprise resource planning continues to evolve, its importance seems likely to grow. This evolution will allow ERP to expand to serve smaller and smaller businesses and businesses with more specialized enterprise resource planning needs. To truly serve these institutions, ERP deployments must become more reliable through the further refinement of success factor analysis. 1.0 Introduction nterprise Resource Planning (ERP) systems change the way businesses do business. With promises of huge savings and competitive advantages, vendors sell at least $15 billion of ERP systems each year E with expected market growth to $50 billion in annual ERP sales in the next three years, (Bingi, 1999). More than 50% of the Fortune 500 corporations today have already implemented ERP systems, (Grove, 2000), and 70% of the Fortune 1000 firms already have or will soon have ERP systems installed, (Bingi, 1999). Further, newly developed ERP packages target small and medium-size business with assurances that these software systems will bring big-business efficiencies at reasonable rates, (SAP Solutions, 2001).
    [Show full text]
  • The Impact of Sales and Operations Planning Implementation on Supply Chain and Financial Metrics
    University of Tennessee, Knoxville TRACE: Tennessee Research and Creative Exchange Supervised Undergraduate Student Research Chancellor’s Honors Program Projects and Creative Work 12-2015 The Impact of Sales and Operations Planning Implementation on Supply Chain and Financial Metrics Matthew Nolte University of Tennessee - Knoxville, [email protected] Follow this and additional works at: https://trace.tennessee.edu/utk_chanhonoproj Part of the Operations and Supply Chain Management Commons Recommended Citation Nolte, Matthew, "The Impact of Sales and Operations Planning Implementation on Supply Chain and Financial Metrics" (2015). Chancellor’s Honors Program Projects. https://trace.tennessee.edu/utk_chanhonoproj/1904 This Dissertation/Thesis is brought to you for free and open access by the Supervised Undergraduate Student Research and Creative Work at TRACE: Tennessee Research and Creative Exchange. It has been accepted for inclusion in Chancellor’s Honors Program Projects by an authorized administrator of TRACE: Tennessee Research and Creative Exchange. For more information, please contact [email protected]. Chancellor’s Honors Program The Impact of Sales and Operations Planning Implementation on Supply Chain and Financial Metrics Author: Matthew Nolte Faculty Advisor: Dr. Mollenkopf December 2015 Table of Contents 1. Introduction to S&OP…………………………………………………..……Page 3 Scope of the Problem……………………………………….…….………….Page 4 2. Literary Review…………………………………………………..….....……Page 5 Old View………………………………………………………………..……Page 5 Modern S&OP……………………………………………………………….Page 5 Future of S&OP……………………………………………………………...Page 6 3. Methodology…………………………………………...……………….……Page 8 4. Case Analysis……………………………………...……………………..….Page 11 Company #1 – Newell-Rubbermaid…………………………………….…...Page 11 Company #2 – Heinz……………………………………………………..….Page 12 Company #3 – Weyerhaeuser……………………………….……….………Page 14 Company #4 – Whirlpool……………………………….…………………...Page 15 Cross-Case Analysis………………………………….……………………...Page 17 5. Appendix………………………………………….…………………………Page 19 6.
    [Show full text]
  • FA3095 Business Operations Administrator(PDF, 111KB)
    Office of Human Resources Business Operations Administrator - FA3095 THIS IS A PUBLIC DOCUMENT General Statement of Duties Performs full performance professional work coordinating operational and/or administrative programs or functions, acting as a liaison to facilitate communication between sections/divisions, business/community groups, and/or the public, and serving as a technical advisor. Distinguishing Characteristics This class performs full performance professional work manging operational and/or administrative programs or functions, acting as a liaison, and serving as a technical advisor to support the core goals and objectives of a department/agency. This class is distinguished from a Staff Assistant that performs administrative and technical level work assisting professional staff in the execution and application of a specific administrative function(s) to the operations of an organization. The Business Operations Administrator is also distinguished from the Administrator I class that performs a variety of specific administrative activities/projects of limited scope in a specialized, functional area which requires a thorough foundation in the principles and practices of the functional area in order to maintain and improve the efficiency and effectiveness of the function and provide supportive, interpretive, and advisory information to higher level administrators, managers, and/or other stakeholders. The Business Operations Administrator is distinguished from the Program Administrator in that a Program Administrator performs full performance professional level work implementing, administering, and developing program activities and functions and provides technical expertise to program staff, other agencies, the community, and program participants. A Program Administrator administers a program that is defined as a specialized area with specific components that include its own policies, procedures, goals, objectives, budget, and tasks that distinguish it from the main body of a department/agency.
    [Show full text]
  • Business Operations Analysis Certificate 2018–2019
    Business Operations Analysis Certificate 2018–2019 DESCRIPTION: OPPORTUNITIES FOR GRADUATES: The Business Operations Analysis Certificate is designed for students Career: or professionals pursuing additional skills and knowledge in the Completion of this certificate will enhance professionals in many operation of business enterprises. The certificate’s course work is service, manufacturing, and government environments to better focused on applying mathematical and quality concepts to business analyze detailed operations and make value added improvements. decisions and using computer analysis and presentation skills Common position titles could include operations manager, to effectively drive operations and supply chain issues. For more production coordinator/manager, quality control analyst/manager, information, see cscc.edu/business. inventory control supervisor/manager, distribution center supervisor/ manager, transportation manager, and business analyst. ADMISSION REQUIREMENTS: Students must have completed MATH 1050 with a minimum grade of Transfer: “C” or MATH1025 with a minimum grade of “C” or MATH 1099, MATH Courses in this program may be applied to the Associate Degree 1050 module or by placement equivalent. of Applied Science in Business Management at Columbus State or transferred to a four-year institution such as Franklin University, Ohio ONGOING REQUIREMENTS: University, or Ohio Dominican University. All students CERTIFICATE REQUIREMENTS (BUSINESS OPERATIONS ANALYSIS CERTIFICATE): FIRST SEMESTER Course Term Credits Milestones/Progress Check SCM 1100 Supply Chain Management Principles AU/SP/SU 3 CSCI 1101 Computer Concepts & Applications AU/SP/SU 3 • Computer Applications satisfy general education require- ments and are Transfer Assurance Guide (TAG) Courses STAT 1400 Statistical Concepts for Business AU/SP/SU 3 eligible for seamless transfer to any Ohio institution.
    [Show full text]
  • Unmasking the Link Between the Brm (Business Relationship Manager) and the Business Architect
    UNMASKING THE LINK BETWEEN THE BRM (BUSINESS RELATIONSHIP MANAGER) AND THE BUSINESS ARCHITECT The Business Architecture Summit Dr. Susan Heidorn BRMP, CBAP, PMP, CSM, HSDP Director of Business Solutions @DrSKHeidorn Watermark Learning, Inc. susanheidorn 1 SESSION OBJECTIVES After today’s session, you should be able to: 1. Define the role of a BRM. 2. Articulate the need for a BRM. 3. Articulate the skills and competencies needed for both roles. 4. Understand the differences and similarities between BRM and the Business Architect roles. 5. Articulate 5 next steps you can take to build your BRM skills or move to a BRM role. QUICK QUIZ How many of you have heard about Business Relationship Management? How many of you have BRMs in your organization? How many of you are interested in moving to a BRM position? A PRIMER ON TERMINOLOGY Business Relationship Manager (BRM): A role Business Partner: BRM’s customer Service Provider: The supply organization © 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED OG WHAT IS BUSINESS RELATIONSHIP MANAGEMENT? Stimulates, surfaces and shapes business demand for a Provider's products and services. Ensures potential business value from those products and services is captured, optimized, and recognized. Utilizes a set of competencies that foster productive, value-producing relationships between a provider organization and business partner. © 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED WHY BRM? There is a disconnect A need for a translator To optimize value from between Business between Business Partner Provider products, and Service Provider. and Service Provider. services, and capabilities. The Business doesn’t understand Provide advice on how to use technology in an what technology can do for them.
    [Show full text]