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business
valuation measuring and managing

Questions and Answers of Valuation Measuring And Managing

To what extent is there a cultural fit between you and their organization?Often, cultural fit can be as important as competence in contributing to a positive customer–supplier performance and
In which areas are they demonstrating added value over their competitors?This relates to question 21—consider price and added value in balance. What USPs are being demonstrated?
How competitive is their bid price compared with your budget, and with other bid prices? Price will always be a factor in selecting a supplier.Price does not, however, always represent the best value.
Have they clearly described how they will internally respond to performance issues? It is important to understand their processes; it is equally important as understanding their culture in resolving
Does their response clearly define how they will report on performance against the key measures? Reference their response to the RFP, about performance reporting. How detailed is the process they
What creativity/innovation did they demonstrate that adds additional value? This links to the RFP not being overprescriptive—where did their response demonstrate thinking outside of the box?
To what extent did they push back and question the brief as given?
Has their tender response addressed all the key issues? This is about checking their proposal against the stated requirements in the RFP and the structure of the response.
How responsive were they to requests during the selection/bidding process? As they are in the selling phase, they should be responsive—if not, and there are delays in responding, then a red flag.
What evidence was there that they had researched your company prior to the initial meeting? Specific questions at the meeting will give you an insight for example—“What do you know about our
What experience do they have in your market sector? It would seem obvious that experience is an advantage—but could a new entrant have new, innovative ideas?
What percentage of their business T/O would you represent?Balance is important here. If the percentage is too high, is there a risk, and if only a small percentage, how important will you be to them?
Extent to which they subcontract? Subcontracting is not a problem per se. It is important to know the contractual arrangements they have with third parties.
What level of staff turnover do they experience? Assess their staff turnover compared with industry norms. Significant difference could be a concern and link to question 9.
How do they recruit and train new staff? The reason for this question is to assess their internal processes and systems as a quality assurance.
If no to question 6, what additional resources do they intend to put in place?
If yes to question 6, how do they intend to structure their resources to manage the additional workload?
Can they manage your contract within their current resources?This and questions 7 and 8 are linked. You require a detailed response to these three questions for assurance on capability.
Can they demonstrate high levels of performance in current contracts?Similar to question 3, but that is about experience, this is about performance. Talk to current clients.
Are they in the right location(s)? You should check if physical location is relevant and important. Is it important that they are close to you? Or should the question be “Are they close to a good
What experience do they have in managing contracts of a similar size/type? In RFP, ask them to supply relevant case studies. Talking directly to current clients is recommended.
What is their financial performance? It is standard practice for suppliers to be asked to supply three years of annual accounts as part of their RFP response.
Are they a significant player in their marketplace? Ask yourself if they need to be significant? Sometimes a smaller niche player could be more suitable.
Do you feel that price and other criteria are considered in the correct balance?
To what degree do you feel that supplier selection is based on a set of objective criteria?
In your view, are the RFPs issued in your organization too prescriptive, too general, or just about right?
In your experience, in your current role in your organization, is the required amount of time allowed for the RFI and RFP processes to be carried out thoroughly?
To what extent do you feel that the different possible relationship and costing models are considered as part of the sourcing stage of the lifecycle in your organization?
What would be the biggest obstacle to introducing the research stage as part of the standard supplier engagement process in your organization?How could you overcome it?
Assume you have identified who should be picking up the research coordination role; what would be the five key messages you would use to sell the idea to them?
On the basis of your knowledge of the organization, and how the overall supplier lifecycle operates, who/which function has the overall responsibility for organizing and coordinating the research
To what extent is proactive research carried out as part of the supplier engagement process in your organization?
If it is in your sphere of responsibility (and even if it is not.), what recommendations would you make to the organization to improve how requirements are defined?
From where you sit, to what extent do you feel the right people are involved in the requirements definition?
From your experience, what are the benefits of well-defined requirements, and on the other hand, the issues with poorly defined requirements?
From your experience in projects where the decision is made to provide a solution to a set of needs via an external service or project delivery, how well do you feel requirements have been defined to
What ideas and suggestions could you provide to colleagues to help the team manage your strategic suppliers more effectively?
Linked to question (1), where do you think it would be beneficial for you to be involved, over and above the answer in (1)?
Given your current job role, where are you involved in the supplier lifecycle?
The model, and the explanation of the steps in each stage, can be used as a practical checklist to verify if all points have been covered before moving on to the next stage in the process.
In the introductory chapter, I highlighted the risk of the steps in supplier engagement being viewed and actioned with a silo mentality.The lifecycle model can be helpful in mapping who should be
Like any such model, the supplier lifecycle should be viewed and used as a guide rather than seen as a straitjacket and a rigid process.
Related to point (1), it is possible that activities are taking place in different stages of the lifecycle at any given time. For example, a contract may be coming to an end and performance must be
While IRSID is represented as a straightforward, linear, sequential process, in reality it is often more complex and iterative. For example, the view of requirements (I) could be influenced and
Summary, key messages, summary of reading list, and other resources:This chapter serves as a summary reminder of all the key points covered in the preceding chapters and provides information on
Managing the exit: This chapter defines a process for managing the exit and mitigating the additional risks to service delivery during this period.
Keeping the supplier engaged: This answers a key question—how to ensure that the supplier’s commitment and energy at the start of the contract are maintained throughout the period of the contract.
Handling conflicts and disputes: While not inevitable, conflicts and disagreements at some point during the period of the contract are likely. This chapter covers the behaviors that are most
Managing changing requirements: The one thing for certain is that the requirements, as initially defined, will change. This chapter provides a series of practical checklists, with the supplier
Operational negotiation: Not to be confused with contract negotiation, this covers the practicalities of reaching agreements daily or weekly at the operational level on a range of subjects and issues.
Performance review and development: This chapter provides a number of practical tips and checklists , along with the skills required for making reviews positive and engaging, and balancing reviewing
Supplier communication and influencing: This gives an introduction to a behavioral model based on some of the principles of situational leadership, and specifically how to achieve the balance of
Cross-cultural working: Offshoring adds in the complexity of remote working and different cultural norms, and thus requires a specifically adapted working code (there is a link to Chapter 8).
Establishing the working code: This defines how to work with a supplier to develop a positive working relationship on the basis of a number of mutual expectations regarding behavior; in a sense, an
Managing internal stakeholders: While the focus is on supplier management, management of internal stakeholders who have an interest in the supplier engagement is equally important.
Contract knowledge and supplier background: An explanation of the essential information required to enable effective supplier performance management; this and all subsequent chapters are essential
Sourcing overview: An explanation of the sourcing process is provided at a broad overview level, and it describes in generic terms the steps involved in a typical procurement and supplier selection
Research: This provides a comprehensive guide for carrying out supplier market research proactively prior to any formal supplier dialogue—suggest this is read for context and background
Defining requirements: At an overview level, this chapter describes the necessary process to ensure that the business requirements are clearly defined for input into the subsequent tender
Definitions, lifecycle, and key themes: This is essential reading as the chapter provides the overall road map and describes the key messages and concepts that are developed in subsequent chapters.
Introduction: Setting the context for strategic supplier management, how to get most value from the book.
4. Whal are the key characteristics of organization development?
3. Differentiate between driving and restraining forces in making changes.
2. Describe how behavior modification can help supervisors be more effective in im.plementing change.
1. Describe bow participation can help overcome resistance to change.
7. De[me and apply the following terms and concepts (in order of first occurrence):
6. Explain the characteristics of organization development and how it relates Lo group dynamics.
5. Describe the keys to a successful change.
4. Discuss the advantages and disadvantages of change through mandate as opposed to change through participation.
3. List economic reasons for avoiding change.
2. Explain, in your own words, how change takes place.
1. Discuss psychological resistance to change.
■ What arc some diagnostic techniques for studying organizations?
■ What are some of the changes facing us today?
■ What makes change successful in some cases and unsuccessful in others?
■ Can change be mandated? Can it be managed?
■ When it is clear that change must take place, do you try to hinder or help it? Do you know how 10 implement change?
■ Do certain kinds of change upset or threaten you?
■ Is ,,our lint reaction "It will never work" when you are asked to change the way you , d d . rt . 7 arc doing something that you are use to omg ace am way
6. What are guidelines for preserving or restoring a union-~ ~~? Is a union-free workplace alwaysd esirable?W hat are the ucepuom. if anr•
S. Are unions pano f a producti\ityproblemo r arc they pano f a produanitysolution?
4. What are the social changes affecting unions toda~'!
3. Why is labor union membershipd eclining?A re there employmcrus ectors that are exceptions to the trend?
2. Where are unions going? What are their options?
1. What were the original needs for unions? Have they all been met?
9. Define and apply the follov.ing terms and concepts (in order of first appeara:,ce):
8. Describe the impact of the global economy on unions.
7. Discuss grievance procedures and the process of arbitration that is used when no decision can be reached.
6. Explain the various tactics that unions and management can u.se to achie-e their goals.
4. Relate the functions and difficulties of the shop steward and the company supervisor in the labor-management relationship.s. Compare the basic negotiating proceduresi n coUectiveb argainingf rom
J. Give some of the major reasons why people join or do not join unions.
2. Explain the different approaches that management might take tov..ird unions.
1. Appreciate the historical origins and purposes of unions.
■ What are some ethical and technologicali mplications unounding unions?
■ How does a grievance get resolved in a unionized workplace?
■ Why don't more people join unions?
■ What 1s a yellow-dog contract? A boycott? A lockout?
■ What 1. s the di•f ference betwee • memberso r a uruona nd be auo v .e d to s trike ?.. n a union shop and a closed shop?
■ Do you think that public employeess houolrd b ane an arbnrator·? .
■ What is the difference between a mediat d .

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