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Together ABM data and VCA facilitate discussions and the making of fact-based decisions Many managers are unwilling to take any actions until presented with the facts Open-book sharing of cost and pro t data, based on nancial transparency, may be the catalyst needed to foster genuine seller-buyer collaboration Many companies do not adequately understand how much of their cost structure is a consequence of the collective demands on work triggered by their suppliers and customers Costs measure effects In uencing a customer or supplier to behave differently to lessen the organization s employee workload is too often overlooked as a possibility to reduce costs Trading partners in a value chain are now realizing that as each optimizes its own internal processes and policies, some of the impact ripples externally, causing potentially higher costs to partners and thus suboptimizing the entire value chain Costs are being shifted, not eliminated.

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Most search committee members have probably been involved in a number of interviews. Sometimes they played the role of interviewer; sometimes they were the one being interviewed.This creates what you might call an interview community in which the same questions are asked repeatedly and the good and bad answers become community knowledge. Certain responses come to be known as the kiss of death to applicants chances. They become easy ways for a search committee to eliminate applicants and narrow the pool of serious contenders. We ourselves might have stumbled into some of those responses if we were not interview savvy. Remember that many of your young applicants have not yet joined this community and may say whatever pops into their heads. Don t allow yourself to focus on one or two questions. Consider the interview as a whole.You may be getting more honest responses than you would with a seasoned veteran, and that s not a bad thing.There are no magic words that will reveal the right or wrong applicant, so don t look for shortcuts.

In short, with the increased codependency of commercial relationships, achieving improved service levels and ef ciency needs to be switched from inward-focused, inside-the-four-walls costreduction programs to collaborative management with supplier-facing and customer-facing initiatives With VCA, a company can integrate both the supply and demand sides of its value chain, enabling cost analysis encompassing both inbound and outbound effects Unfortunately, many businesses mistrust their own cost data Most companies operate with a resigned acceptance that their cost accounting data is a bunch of ctitious lies but we all agree to it Understanding true and actual costs is not the whole solution, but it is a big part of the solution to increase inter rm trust along the value chain and better manage the entire chain s costs and pro t margins.

Many companies are moving toward decentralized and team-based work environments to improve their responsiveness. So says the Deloitte Research paper on knowledge networks.16 Such companies have realized how far the marketplace has pulled ahead of them. Their old, rigid, hierarchical structures could not respond fast enough. Now they need to go faster and grow leaner to save money and learn from where they ve been. This defines a clear need for the efficiencies and adaptability of conversational knowledge sharing.

How can suppliers recover any of the power they are losing to buyers due to the Internet I just described three ways of collaborative management The common theme is that information technology is the ace in the hole for suppliers VCA and ABM will inevitably be part of the suppliers solution to regain power Supply and value chain intelligence hits at the heart of the core competencies of solutions provided by software vendors offering business intelligence (BI) functionality: data access and management; transforming data; monitoring, reporting and diagnostics; award-winning analytics; and costing capabilities across the extended value chain all on a exible, scalable platform..

Here are four widely recognized transactions that can happen in conversations between your organization and its external stakeholders: 1. Customers can tell you why they buy your products and why they stopped buying 2. Stakeholders can inform you how to fix your business and improve your service 3. They can help you design your next product and warn you if your competitor is making a better one 4. Customers can save you money by helping their fellow customers make the best use of your product

Since this is just a binary number, we can do bit operations on it, such as shifting. In this example, if we bit shift left by four we get rid of the fractional part and have just 10101101, which is equal to 173. As we have a xed number of bits after the decimal point, we know that if we shift left by 16 bits then we will always get an integer. It turns out that we can fairly easily do all the standard arithmetic operations on xed-point numbers by combinations of shift operations and standard integer arithmetic. The details get a little more complex and there is always a trade-off between precision and speed. For example, here are two ways you could do a multiplication on two S15.16 xed point numbers stored in two 32-bit integers, x and y, (i.e. effectively pre-shifted left 16 bits each) and store the result as a similar xed-point value in a 32-bit integer, z:8

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