際際滷shows by User: jarleskog / http://www.slideshare.net/images/logo.gif 際際滷shows by User: jarleskog / Tue, 08 Mar 2016 14:20:37 GMT 際際滷Share feed for 際際滷shows by User: jarleskog EY Real Estate & Facilities Management Outsourcing Poin of View 2016 /slideshow/ey-real-estate-facilities-management-outsourcing-poin-of-view-2016/59260181 eyrefmoutsourcingpointofview2016-160308142037
EXECUTIVE SUMMARY Historically, the approach to drive REFM outsourcing has been quite consistent across industries and organizations. The classic approach with competitive sourcing, transactional business models and transactional contracts has been the most widespread. However, if you look at the most common pitfalls, there are many inherent flaws in this approach. It is our experience that yesterdays best practices will not equal tomorrows next great innovations within value-enabling REFM. At EY, we believe that the classic way to conduct REFM business is still useful when a company wants to buy commoditized services at the lowest cost. However, if your objective is to create strategic results and generate value beyond savings and transformation, the classic approach falls short. Your choice of business model is fundamental to achieving your strategic objectives. Similarly, your choice of sourcing business model strategy is integral to orchestrating the system that will enable you to achieve strategic objectives. Last but not least, the rules you choose to follow in the relationship with your business partners are crucial for joint success. In this report, we have combined EYs insights as a leading provider of REFM advisory services with viewpoints from workplace executives and opinion leaders in outsourcing. We aim to describe current challenges in the REFM market, the most evident future trends and - last but not least how to respond to the upcoming changes. In other words, our theme is just as logical as it is exiting. Best regards, Henrik J辰rleskog ]]>
EXECUTIVE SUMMARY Historically, the approach to drive REFM outsourcing has been quite consistent across industries and organizations. The classic approach with competitive sourcing, transactional business models and transactional contracts has been the most widespread. However, if you look at the most common pitfalls, there are many inherent flaws in this approach. It is our experience that yesterdays best practices will not equal tomorrows next great innovations within value-enabling REFM. At EY, we believe that the classic way to conduct REFM business is still useful when a company wants to buy commoditized services at the lowest cost. However, if your objective is to create strategic results and generate value beyond savings and transformation, the classic approach falls short. Your choice of business model is fundamental to achieving your strategic objectives. Similarly, your choice of sourcing business model strategy is integral to orchestrating the system that will enable you to achieve strategic objectives. Last but not least, the rules you choose to follow in the relationship with your business partners are crucial for joint success. In this report, we have combined EYs insights as a leading provider of REFM advisory services with viewpoints from workplace executives and opinion leaders in outsourcing. We aim to describe current challenges in the REFM market, the most evident future trends and - last but not least how to respond to the upcoming changes. In other words, our theme is just as logical as it is exiting. Best regards, Henrik J辰rleskog ]]> Tue, 08 Mar 2016 14:20:37 GMT /slideshow/ey-real-estate-facilities-management-outsourcing-poin-of-view-2016/59260181 jarleskog@slideshare.net(jarleskog) EY Real Estate & Facilities Management Outsourcing Poin of View 2016 jarleskog EXECUTIVE SUMMARY Historically, the approach to drive REFM outsourcing has been quite consistent across industries and organizations. The classic approach with competitive sourcing, transactional business models and transactional contracts has been the most widespread. However, if you look at the most common pitfalls, there are many inherent flaws in this approach. It is our experience that yesterdays best practices will not equal tomorrows next great innovations within value-enabling REFM. At EY, we believe that the classic way to conduct REFM business is still useful when a company wants to buy commoditized services at the lowest cost. However, if your objective is to create strategic results and generate value beyond savings and transformation, the classic approach falls short. Your choice of business model is fundamental to achieving your strategic objectives. Similarly, your choice of sourcing business model strategy is integral to orchestrating the system that will enable you to achieve strategic objectives. Last but not least, the rules you choose to follow in the relationship with your business partners are crucial for joint success. In this report, we have combined EYs insights as a leading provider of REFM advisory services with viewpoints from workplace executives and opinion leaders in outsourcing. We aim to describe current challenges in the REFM market, the most evident future trends and - last but not least how to respond to the upcoming changes. In other words, our theme is just as logical as it is exiting. Best regards, Henrik J辰rleskog <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/eyrefmoutsourcingpointofview2016-160308142037-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> EXECUTIVE SUMMARY Historically, the approach to drive REFM outsourcing has been quite consistent across industries and organizations. The classic approach with competitive sourcing, transactional business models and transactional contracts has been the most widespread. However, if you look at the most common pitfalls, there are many inherent flaws in this approach. It is our experience that yesterdays best practices will not equal tomorrows next great innovations within value-enabling REFM. At EY, we believe that the classic way to conduct REFM business is still useful when a company wants to buy commoditized services at the lowest cost. However, if your objective is to create strategic results and generate value beyond savings and transformation, the classic approach falls short. Your choice of business model is fundamental to achieving your strategic objectives. Similarly, your choice of sourcing business model strategy is integral to orchestrating the system that will enable you to achieve strategic objectives. Last but not least, the rules you choose to follow in the relationship with your business partners are crucial for joint success. In this report, we have combined EYs insights as a leading provider of REFM advisory services with viewpoints from workplace executives and opinion leaders in outsourcing. We aim to describe current challenges in the REFM market, the most evident future trends and - last but not least how to respond to the upcoming changes. In other words, our theme is just as logical as it is exiting. Best regards, Henrik J辰rleskog
EY Real Estate & Facilities Management Outsourcing Poin of View 2016 from Henrik Jarleskog
]]> 2337 9 https://cdn.slidesharecdn.com/ss_thumbnails/eyrefmoutsourcingpointofview2016-160308142037-thumbnail.jpg?width=120&height=120&fit=bounds document 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 White Paper: Unpacking competitive bidding methods /slideshow/white-paper-unpacking-competitive-bidding-methods/56746858 unpackingcompetitivebiddingmethods-160106162728
Everyday hundreds of organizations conduct competitive bids to pick the best supplier to meet their needs. Unfortunately, too many organizations are using the wrong tools for the wrong job often resulting in selecting the wrong supplier or developing a contract that is misaligned with the organizations objectives. Simply put, using the wrong competitive bidding method is like putting a square peg in a round hole. Forcing it to fit is myopic and inefficient. To further complicate things, newer more collaborative approaches have emerged which tout the benefit of allowing buyers to gain insight and improved supplier innovation. The question arises which tool is the right tool for my situation? We believe todays sourcing professional should understand and enthusiastically embrace the entire suite of tools in their sourcing toolkit to carefully select the technique that is most appropriate for their situation. This paper is a collaboration between several experts in both private and public procurement. It is not an academic paperrather it is a practitioners guide to help procurement professionals better understand each of the various competitive bidding methods and when the use of each are most appropriate. We have one goal: to help bring awareness to procurement professionals throughout the world of the various tools and when to use them. In short, we are unpacking competitive bidding methodsreferred to in shorthand terms as RFx processes.]]>
Everyday hundreds of organizations conduct competitive bids to pick the best supplier to meet their needs. Unfortunately, too many organizations are using the wrong tools for the wrong job often resulting in selecting the wrong supplier or developing a contract that is misaligned with the organizations objectives. Simply put, using the wrong competitive bidding method is like putting a square peg in a round hole. Forcing it to fit is myopic and inefficient. To further complicate things, newer more collaborative approaches have emerged which tout the benefit of allowing buyers to gain insight and improved supplier innovation. The question arises which tool is the right tool for my situation? We believe todays sourcing professional should understand and enthusiastically embrace the entire suite of tools in their sourcing toolkit to carefully select the technique that is most appropriate for their situation. This paper is a collaboration between several experts in both private and public procurement. It is not an academic paperrather it is a practitioners guide to help procurement professionals better understand each of the various competitive bidding methods and when the use of each are most appropriate. We have one goal: to help bring awareness to procurement professionals throughout the world of the various tools and when to use them. In short, we are unpacking competitive bidding methodsreferred to in shorthand terms as RFx processes.]]> Wed, 06 Jan 2016 16:27:28 GMT /slideshow/white-paper-unpacking-competitive-bidding-methods/56746858 jarleskog@slideshare.net(jarleskog) White Paper: Unpacking competitive bidding methods jarleskog Everyday hundreds of organizations conduct competitive bids to pick the best supplier to meet their needs. Unfortunately, too many organizations are using the wrong tools for the wrong job often resulting in selecting the wrong supplier or developing a contract that is misaligned with the organizations objectives. Simply put, using the wrong competitive bidding method is like putting a square peg in a round hole. Forcing it to fit is myopic and inefficient. To further complicate things, newer more collaborative approaches have emerged which tout the benefit of allowing buyers to gain insight and improved supplier innovation. The question arises which tool is the right tool for my situation? We believe todays sourcing professional should understand and enthusiastically embrace the entire suite of tools in their sourcing toolkit to carefully select the technique that is most appropriate for their situation. This paper is a collaboration between several experts in both private and public procurement. It is not an academic paperrather it is a practitioners guide to help procurement professionals better understand each of the various competitive bidding methods and when the use of each are most appropriate. We have one goal: to help bring awareness to procurement professionals throughout the world of the various tools and when to use them. In short, we are unpacking competitive bidding methodsreferred to in shorthand terms as RFx processes. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/unpackingcompetitivebiddingmethods-160106162728-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Everyday hundreds of organizations conduct competitive bids to pick the best supplier to meet their needs. Unfortunately, too many organizations are using the wrong tools for the wrong job often resulting in selecting the wrong supplier or developing a contract that is misaligned with the organizations objectives. Simply put, using the wrong competitive bidding method is like putting a square peg in a round hole. Forcing it to fit is myopic and inefficient. To further complicate things, newer more collaborative approaches have emerged which tout the benefit of allowing buyers to gain insight and improved supplier innovation. The question arises which tool is the right tool for my situation? We believe todays sourcing professional should understand and enthusiastically embrace the entire suite of tools in their sourcing toolkit to carefully select the technique that is most appropriate for their situation. This paper is a collaboration between several experts in both private and public procurement. It is not an academic paperrather it is a practitioners guide to help procurement professionals better understand each of the various competitive bidding methods and when the use of each are most appropriate. We have one goal: to help bring awareness to procurement professionals throughout the world of the various tools and when to use them. In short, we are unpacking competitive bidding methodsreferred to in shorthand terms as RFx processes.
White Paper: Unpacking competitive bidding methods from Henrik Jarleskog
]]> 1470 7 https://cdn.slidesharecdn.com/ss_thumbnails/unpackingcompetitivebiddingmethods-160106162728-thumbnail.jpg?width=120&height=120&fit=bounds document 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-jarleskog-48x48.jpg?cb=1523064970 Devoted to the cause of enabling innovation and growth for the society, being part of it. 11+ years experience in strategy, business transformation, supply chain, operations, procurement, complex solution selling, strategic partnerships and first and foremost outsourcing. In summary I have 6+ years global line management and operations experience and 4+ years global top tier consulting experience including 4 expatriate years in Denmark, and 1 Year periodically based in London. 2015 I participated in the prestigious Wallenberg family owned Novare Leadership Academy, a top talent mentorship with Swedens most experienced business profiles as mentors. I am designing new ways for EY to . http://www.ey.com/US/en/Services/Advisory/Performance-Improvement https://cdn.slidesharecdn.com/ss_thumbnails/eyrefmoutsourcingpointofview2016-160308142037-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/ey-real-estate-facilities-management-outsourcing-poin-of-view-2016/59260181 EY Real Estate &amp; Facil... https://cdn.slidesharecdn.com/ss_thumbnails/unpackingcompetitivebiddingmethods-160106162728-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/white-paper-unpacking-competitive-bidding-methods/56746858 White Paper: Unpacking...