MATERIAL

MANAGEMENT

UNIT 1 & 2
MBH701
UNIT I
Materials Management
• Definition, Scope & Functions
• Objectives of Materials Planning
• Classification of Materials: Consumable and Non-consumable
• ​Working out quantities required, forecasting and Budgeting
 MBH701- Unit 1
• Material is one of the four basic resources: Labor, Material, Equipment and Capital of any industrial or
business activity. 3

• Materials management in the health care system is concerned with providing the drugs, supplies
and equipment needed by health personnel to deliver health services.

• International Federation of Purchasing and Materials Management: “The materials management is a

total concept involving an organizational structure unifying into a single responsibility, the systematic
flow and control of material from identification of the need through customer delivery.”

Definition, Scope &

• Material Management involves: Material functions of Planning, Scheduling, Buying, Storing,
Functions Moving and Distributing. These are logically and systematically applied in practice by inventory
control, purchasing and physical distribution.

• Material management also controls the materials’ handling and its traffic. The materials manager has
to manage all these functions with proper authority and responsibility in the materials management
department.

• The basic need of material management is to pay the lowest possible prices, consistent with quality
and value requirement for purchasing of materials.

• In order to achieve the corporate goals of increased profitability, improved ROI and excellent service to
the use, material management can be defined as the function responsible for coordination of planning,
sourcing, purchasing, moving, storing, inventory control, controlling materials, disposal of obsolete
and scrap, inspection of material; in an optimum manner so as to provide a pre-divided service to the
customer at a relevant cost.
• THE AIMS OF MATERIALS MANAGEMENT ARE TO GET:
1. The right quality of supplies
2. The right quantity of supplies
3. at the right time
4. at the right place
5. for the right cost

• PURPOSES OF MATERIALS MANAGEMENT:

1. To gain economy in purchasing
2. To satisfy the demand during period of replenishment
3. To carry reserve stock to avoid stock out
4. To stabilize fluctuations in consumption
5. To provide reasonable level of client services

• FOUR BASIC NEEDS OF MATERIAL MANAGEMENT:

1. To have adequate materials on hand when needed
2. To pay the lowest possible prices, consistent with quality and value requirement for purchases materials
3. To minimize the inventory investment
4. To operate efficiently

• MATERIAL MANAGEMENT INVOLVES:

1. Demand Estimation
2. Procurement
3. Receipt and inspection
4. Storage
5. Issue and use
6. Maintenance and repair
7. Disposal
8. Accounting and information system
5
 6

• Material Management through proper inventory management leads to cost savings and better
BENEFIT OF MATERIAL return on investments.
MANAGEMENT
• Material manager needs to examine the scope of reducing all kinds of inventory wastage or held up
Example 1: stock or unused stock without affecting the primary objective of smooth and timely flow of
Return on investment improves material and services to the consumer with best cost efficient process.
with material management
For this smoothly 5 zeros are necessary to achieve:
1. Zero Breakdown: AKA Zero Weaking The best way to ensure reliable and continuous
production and to avoid time-consuming and costly downtime is to keep the production equipment
running smoothly. This involves maintenance, preventive maintenance, the use of the tool within
the framework provided for this purpose, etc.
2. Zero failures: No good has to be faulty, so as to avoid reparation costs.
3. Zero Stock: No overproduction so no inventory cost. The goal is to avoid unnecessary storage.
The inventory immobilizes money and space without generating added value to the products
stored. In addition, the inventory must be monitored, which constitutes a factor of additional
expenditure (material and human).
4. Zero delays: (Just in time production). This method consists in waiting for the commands before
producing but they need to be very reactive.
5. Zero paper: This rule is increasingly applied in the production and / or order preparation
processes by the use of RFID or RF guns or voice preparation.
• These reduces irrelevant costs /expenditure hence safeguards profits which are income generated
after deduction of investment, taxes and irrelevant expenditure due to damages.
 7

1. DEMAND ESTIMATION: A large variety and number of materials are used in hospitals
and other health care institutions. E.g.; surgical instruments, glassware, anesthesia
ESSENTIAL STEPS IN MATERIAL
equipment, dental machine, artificial limbs, surgical dressing, utensils, electro medical
MANAGEMENT instruments, rubber goods, etc. Demand Estimation should always be done by keeping in
view the trends in consumption pattern over the last 2-3 years, objectives of the
1. DEMAND ESTIMATION organization, changing clientele and changing emphasis on various programs and activities
2. VALUE ANALYSIS in the health field. In this field a “sound data base” and use of advance projection techniques
3. PROCUREMENT are of great use. These techniques are relatively simple and medical administrator should
4. RECEIPT AND INSPECTION use them frequently to streamline the inventory system.
5. STORGE

2. VALUE ANALYSIS: The obvious and elementary principle of material use is the right
quality of the material. This includes questioning and analysis of each specification to
see if it could be amended or substituted to maximize the end use of a material. This
process of analysis of the intrinsic value of the material for achieving the objectives of the
organization is termed as value analysis. The following considerations help to carry out the
value analysis.
I. Can the material be dispensed with?
II. Can it be simplified?
III. Will a standard material do?
IV. Is its value proportionate to its cost?
V. Is anything cheaper but equally good available in the market?
 8

3. PROCUREMENT: Many states like Punjab, Madhya Pradesh etc. have medical stores or
depots which are centralized agencies of procurement and stocking of medical stores. There
ESSENTIAL STEPS IN MATERIAL is also a system of fixed contract or running rate contract which is followed in large organization
MANAGEMENT and some State Governments Limited tenders, rate enquiries local spot and emergent purchase
form a part of the complex sub-system of procurement. For healthcare sector organizations like
1. DEMAND ESTIMATION Directorate General of Supplies and Disposals (DGSD) play a crucial role in purchase which
2. VALUE ANALYSIS involves heavy costs of essential and dangerous drugs and supplies which are regulated. The
3. PROCUREMENT hospitals and other healthcare agencies follow the regulations whilst procurement of supplies and
drugs as per the state they are operating in.
4. RECEIPT AND INSPECTION
5. STORGE
Procurement can be done through:
I. Fixed quantity contract: This type of contract is generally entered into where firms are called
upon to offer to supply a definite quantity of supplies by a specified date. Such contracts, are
binding on both the purchasing as well as supplying agency.
II. Running Contract: These are contracts for the supply of an approximate quantity of supplies at
a specified price during a certain period of time.
III. Rate Contract: These are the most important contracts as far as health institutions are
concerned. Under these contracts the firms are asked to supply items at specific rates during the
period covered by the contract. No fixed quantities are mentioned. The purchaser is bound to
order from the contractor all stores under the contract, which are required to be purchased.
Procurement cycle/process involves:
1)Review selection, 2)Determine needed quantities 3)Reconcile needs and funds
4)Choose procurement method 5)Select suppliers 6)Specify contract terms
7) Monitor order status 8) Receipt and inspection
 9

4. RECEIPT AND INSPECTION: After the supplies ordered are received in the store random
ESSENTIAL STEPS IN sampling method subjected to physical and chemical inspection is done. Standardized operating
MATERIAL MANAGEMENT process or a set methodology is established to inspect the received lot from the firm. The
inspection policy can include organizational process of inspection as well as taking expertise
1. DEMAND ESTIMATION assistance from standardized governmental and commercial laboratories to check the quality of the
2. VALUE ANALYSIS lot received. Investments made in sound sampling policy and procedure will go a long way in
assuming the right quality of materials supplied to the organization.
3. PROCUREMENT
4. RECEIPT AND INSPECTION 5. STORAGE: The location, capacity area and inflow and outflow of material from the storage
5. STORGE depends upon the size and consumption rate of the healthcare organization. Some important aspects
of a storage in a healthcare institution like hospital involves:
I. Refrigeration should be provided for storage of thermo labile items. All vaccines should be kept
stored in refrigerator with proper temperatures. A graded temperature zone concept is essential in
medical stores.
II. Separation of stores of various types, i.e. injections, tablets, local use agents from others, poisons
from non-poisonous agents, inflammable from non-inflammable agents etc. dictates the layout
of the stores.
III. Drugs and medicines should be grouped according to the pharmacological actions and in
accordance with the classification adopted in the formulary.
IV. All the poisonous drugs should be kept separately in compartments under the custody of Medical
officer or supervisor concerned
V. Alphabetical arrangement group-wise enables easy identification and retrieval. Items received
later from the suppliers should be stored behind similar items and the principle of First in First out
(FIFO) should be adopted.
 MBH701- Unit 1 CONSUMABLES NON –CONSUMABLES 10
• Materials with a shelf life, which can be • Non-consumables are items of equipment
dissipated, wasted, spent, consumed before that can be used for years, but may
its expiry date. eventually have to be replaced or updated.
• These are recurrent and consumed
consistently over a period of time • E.g; Steriliser, Thermometer, Midwifery
• They include all the medicines, drugs, kit, First Aid Kit A, Vaccine cold box, Bed,
vitamin supplements and infusion fluids Membrane micro-filter.
CLASSIFICATION OF (for intravenous use) that you will be • Stocks+and+Consumables.
MATERIALS: trained to give to your patients in specific
CONSUMABLE AND NON- circumstances, and also the disposable
(single-use) items of equipment and other
CONSUMABLE
supplies.
• E.g; Masks, Epidural Kits, Breathing
Circuits, LMA’s, Hyperinflation Bag,
Scalpel, Scissors, Forceps, Clamps,
Needles & Suture, Retractors, Suction,
Staplers and Clips, Energy Systems,
Laparoscopic Instruments, Cotton wool,
500 g roll, non-sterile, Water purification
tablets (NaDCC) 8.5 mg tablets, PACK,
100 etc.
•
MBH701- Unit 1 11
WORKING OUT QUANTITIES REQUIRED, FORECASTING AND BUDGETING.
• Forecasting is also known as Demand Forecasting , Demand estimation. When to order, How much to order, short term forecast
should fit into long term forecast (weekly or monthly purchase forecast should align with yearly forecast.)
• Forecasting is affected by controllables and uncontrollable or tangible and intangible factors. These are social, economical, political,
religious, ethnic, fiscal, governmental, technological or force majeure.
• Forecasting is the process of analyzing historical trends in order to predict future business results based on your company’s most up-to-
date actuals. Done over a compressed time frame, forecasting typically focuses on major expenses and revenue line items.

• MAIN CHARACTERISTICS OF THE FORECASTING PROCESS:

1. Forecasting is performed regularly after financial statements are released, usually right after a month-end or quarter-end close cycle.
2. Forecasts generally show summarized projections of revenue and expenses.
3. Key performance metrics are updated based on forecasted numbers, ultimately providing insight into how your business is performing.

• APPROACHES TO FORECASTING:
I. First: 7S and SWOT, Delphi or market research.
II. Followed by Time series and trend analysis (AKA Economic Rhythm Method) ; Moving Average; Exponential Smoothing; Input out
Index, Correlation Regression; Forecasting by Trends; Moving Average, Exponential Smoothing, Dynamic Programming Technique,
Blue Whip Effect.

• FORECASTING REQUIRES DIFFERENTIATING MATERIALS INTO 3 TYPES:

i. Current stock levels: How much is currently on-hand? E.g.; There’s no point purchasing 40 units to cover 40 forecasted sales if you
already have 27 units on-hand.
ii. Pipeline inventory: How many units have already been ordered and en route as pipeline inventory? You don’t want to double buy
stock. 
iii. Lead time: How long will it take for new stock to be delivered, received into inventory and made ready for use?
MBH701- Unit 1
WORKING OUT QUANTITIES REQUIRED, FORECASTING AND BUDGETING.
12

• Budgeting is the process of planning your company’s revenue and expense figures for a specific period of time. It involves identifying
available cash flows and allocating financial resources for your company’s required spending.

• The budget provides measurement metrics that management can use to assess financial progress. The budgeting process forces
management to examine your company’s financial activities and assess the viability of each individual expense. Budgeting makes it clear
exactly where and when financial resources are needed so you can allocate them accordingly and keep the business on track.

• A budget will translate your requirements in to financial terms. Short – term budget will deal with repetitive purchases, while long – term
budgeting will include capital equipment purchases. The quantity estimates and price have to be obtained from users and finance in
formulating the budget. The finance manager has to provide various costs like ordering charges, inventory carrying charges, stockout
costs, warehousing costs, store accounts, inventory valuation methods, stock audit, tender committee, negotiation committee, capital
expenditure, internal audit, financial concurrence, working capital manager, bill payment schedule, availing credit, etc.

• Working out quantities also known as planning.

• Methods involve:
1. Cost – Volume – Profit/Break – Even Analysis,
2. Material Resource Planning
3. Bills of Materials
4. 7 S approach of Harvard Boston group. (Systematic analysis of material objectives)
 13

• Working out quantities: 1) Break – Even Analysis:

• A break-even chart shows the profitability or otherwise of an undertaking, corresponding to
the different levels of activity and as a result, depicts the point at which total revenues meet
total costs exactly. This point is known as the break-even point. The break-even point is the
level of activity, where the undertaking neither earns profits nor incurs losses. Hence, it is,
also known as “no-profit-no-loss point”.
• Given the following information a break-even chart for ABC CO. Ltd., may be presented
follows:
a. Fixed overheads remain constant at Rs.6,000.
b. Variable cost Rs.200 per unit.
c. Selling price Rs.600 per ton,
d. The tonnage produced and sold is 25.
• Quantity (sold and produced) has been plotted along the horizontal (x-axis); Revenue and
costs have been plotted along the vertical (y-axis).
• Fixed overheads being constant from zero to projected capacity have been shown by a parallel
line to the horizontal axis (Rs.6,000). The line representing variable costs shows from the
point where fixed costs end so as to constitute the total cost curve.
• Break-even point has been obtained the intersection of the lines representing sales and
total cost.
• At the point of intersection perpendiculars, it drawn on vertical and horizontal axes, is given
the break-even point in terms of sales revenue (Rs.9,000) and quantity produced 15 tons
respectively.
• The margin of safety is the difference between the existing level of output and the level at
the break-even point (here it is 10 tons, 25 tons – 15 tons) between A and B.
 14

• Working out quantities: 2) Material Resource Planning (MRP II) Software

• MRP, which is done primarily through specialized software, helps ensure that the
right inventory is available for the production process exactly when it is needed
and at the lowest possible cost.

• MRP uses information from the bill of materials (BOM), inventory data and
the master production schedule to calculate the required materials and when
they will be needed.

• MRP is an inventory management and control system for ordering and tracking
the items needed to make a product.

• Lead time -- the period from when an order is placed and the item delivered -- is
another key concept in MRP. There are many types of lead times. Two of the most
common are material lead time (the time it takes to order materials and receive
them) and factory or production lead time (how long it takes to make and ship the
product after all materials are in). Customer lead time denotes the time between
the customer order and final delivery.
 15

• Working out quantities: 3) Bills of Materials

• Bills of materials is nothing but a document showing list of materials required, unit consumption. Location code in the inventory, when it
was purchased.
• These BOM are used together for generating “Exploding” bills of material with forecasting demand in a explosion or implosion chat
format.
• A bill of materials (BOM) explosion displays an assembly at the highest level broken down into its individual components and parts at the
lowest level, while a BOM implosion displays the linkage of individual parts at the lower level to an assembly at the higher level.

• A bill of materials usually appears in a hierarchical format, with the highest level displaying the finished product and the bottom level
showing individual components and materials.

• Working out quantities: 4) 7 S approach of Harvard Boston group. (Systematic analysis of material objectives)
• 7S approach id used to determine the organizational structure. These are 1) Super ordinated goals, 2) Strategies, 3)Structure, 4) Systems,
5) Skills, 6) Staffing, 7)Styles of management.. Management must control the interface, problem between the departments through
coordination meetings. Sometimes the business logistics and chain manager are employed for integration between the departments for
determining the requirement of material, its quantity and quality before hand.
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 17

UNIT II

Purchasing Management
• Purchase system: Centralized, Decentralized, Local purchase
• Legal aspects of purchasing,
• Out Sourcing of Services.
 • Key to successful firm is Purchasing. “We live by sales, But make our profits from materials.”
• Purchase Management is a function of materials management in a company. Their basic
function is procuring the inputs for production function. This function encompasses suppliers
in the market external to the organization and several internal to the organization.

• The major objectives of purchasing:

a. To pay reasonably low prices for the best values obtainable, negotiating and executing all company
commitments.
b. To keep inventories as low as is consistent with maintaining production.
c. To develop satisfactory sources of supply and maintain good relations with them.
PURCHASING MANAGEMENT: d. To secure good vendor performance including prompt deliveries and acceptable quality.
OBJECTIVES e. To locate new materials or products as required.
f. To develop good procedures, together with adequate controls and purchasing policy.
g. To implement such programs as value analysis, cost analysis, and make-or-buy to reduce cost of
purchases.

• Defective purchasing management causes disruption in public utilities, transport, communication,

costing/pricing, unwanted expenses etc. To avoid these purchasing management involves: Right
Price, Right quantity, Right Source, Right Material, Right Time, Right Quality, Right Place of
Delivery, Right Systems and Power of delegation, Right Method of Handling, Right Packaging,
Right Market Intelligence, Right Contracts, Right Place of Delivery, Right Transport, Right Attitude
(Purchasing Manager)
• The need for purchase arises from Kardex, Bills of Materials, Material schedules, EDP, requirement
planning, stock levels and user’s special requirements. The raised indents are based on source of
material required, subcontracting, projects etc.
 19

• Time taken to complete on purchase cycle is called Lead Time. It starts form need identified and
ends when need satisfied – material supplied. The purchased manager considers whom the
requisition has been made and 2 stage BID – evaluation should be considers where quality and
quantity must be clears understood for placing order.
• When goods are received, the inspection department must be informed. Arrangement of removal
of rejected items must be made at the earliest. Approving suppliers invoice and clearing the bills
as per contract is a vital step.

• Purchase cycle steps:

PURCHASE SYSTEM: 1. Indenting: indicate the item, specifications, code, quantity and at what time it is required. The
PURCHASE CYCLE normal practice is to get the indent checked by the store personnel in order to verify if these items
are available in stock or needs to be purchased. Sometimes more than one department raises
requirement for material purchase which are costly items that have to be cleared by technical
division, finance division and maintenance division. In such cases indents are made are called
Travelling purchase requisition (TPR). The difference between normal indent and TRP is that
TRP is made of a thicker paper as it has to be passed from different departments and requires
format which can be modified as it will include mentioning of remarks and sanctions of
departments involved. Depending upon the item and the purchasing policy of the organization
appropriate purchasing method will be selected e.g. Tendering, calling for quotation, contracting
etc to locate appropriate source of item.

2. Placing Order: It is a legal document that commits the buyer to the seller. As order is the
primary document based on which the supplies are made, inspected, accepted and paid for, it
should be clear about specifications, quantity, time of supply and rates. As the order copies are
sent to receiving section, inspection section, and the payment section.
 20
3. Follow Ups: The purchasing manager has to keep track of the order placed, whether the
supplier will be able to fulfil the order on specific time and requirements. It can be done by
periodical follow-ups with the seller.

4. Logistics and Shipping: Apart form delivery of the item from supplier to the buyer there
are other formalities involved. E.g.; sales tax, octroi formalities, freight insurance,
highway permits, etc. The aim of purchasing manager is to remove travel bottlenecks and
obtain the materials in the shortest possible time at the lowest of rates.

PURCHASE SYSTEM: 5. Inspection, Acceptance and Rejection: Inspection of the material on arrival helps the
PURCHASE CYCLE buyer be satisfied with the quality and quantity of the material received. Major bottle
necks during receiving is the lack of communication mentioning the quality of material
ordered, rejection of material which was required or acceptance of material which was
rejected. To avoid such bottlenecks and streamline the operations of the inspection
department, acceptable quality levels and sampling plans must be properly defined and
established.

6. Settlement of Bills: The payment has to be made by the buyer before the pre decided due
date. To maintain a good relation with the supplier the purchase manager has to avoid any
laps of payments or payment after the dur date. The payment is usually made by the
accounts department on the basis of purchaser’s order, seller’s invoice and goods
inspection notes. The rate, quantity supplied and quantity received has to be tally with
the accounts department before the accounts department pass the bills. The purchase
manager has to keep close watch and scrutiny during this process as all the details are
documented, inspected and will further be used as bills of materials in forecasting and
budgeting.
 7. Lead Time: purchasing cycle consists of identification of need, selection of supplier, 21
placing order, follow-up of the order, transportation, inspection and acceptance of
material. All these activities require time duration to be fulfilled and hence it is called
collectively as Lead Time. Lead time can be broadly split as administrative lead time,
procurement lead time, transportation lead time and inspection lead time. Administrative
lead time consists of the activities of identification of need, selecting the supplier and
placing the order. Procurement lead time depends on the supplier, how fast the supplier
can provide the material for logistics and transportation dispatch. Transportation lead
time is totally external and out of the control and influence of the purchase manager.
PURCHASE SYSTEM: Inspection lead time involves time consumed by the inspection team at the receiving bay.
PURCHASE CYCLE Proper SOP can reduce this time duration.

8. Documentation: For easy flow of purchasing and flow of information documentation of

indent, procurement, bills, inspection reports etc needs to be kept. These documentation
should be in predefined format, formally generated and filled, clear and concise.
Secondary data is generated through well compiled and filled documents which are
essential for forecasting and budgeting for future inventory management and audits.
 • Purchasing Structures: (a) Decentralized (b) Centralized. 22

• (a) CENTRALIZED PURCHASING: Larger companies often create centralized purchasing

structures, where a purchasing executive leads a team of individuals, housed in a central location. In
this situation at the corporate level, a centralized purchasing department can be found where
corporate contracting specialists operate at the strategic and tactical levels.

• The centralized function does the following:

1. Design, procedures, and guidelines for purchasing.
PURCHASE SYSTEM: 2. Conduct audits it requested by business unit
PURCHASING 3. Supply market studies for business units to follow up
STRUCTURES 4. Solve co-ordination issues
5. No tactical purchasing activities are conducted

• Advantages of Centralized Purchasing:

1. Bulk quantity of materials can be purchased at a low price with favorable purchasing terms.
2. The service of an efficient, specialized and experienced purchase executive can be obtained.
3. Better layout of stores is possible in centralized stores.
4. Economy in recording and systematic accounting of materials.
5. Transportation costs can be reduced because bulk quantity of materials purchased.
6. Centralized purchasing avoids reckless purchases.
7. Centralized purchasing discourages duplication of efforts.
8. Centralized purchasing helps to maintain uniformity in purchasing policies.
9. Centralized purchasing helps to minimize the investment on inventory.
 23
• Disadvantages of Centralized Purchasing:
1. High initial investment has to be made in purchasing.
2. Delay in receiving materials from the centralized store by other departments.
3. Centralized purchasing is not suitable, if branches are located at different geographical locations.
4. In case of an emergency, materials can not be purchased from local suppliers.
5. Defective materials can not be replaced timely.

(b) Decentralized Purchasing:

6. Decentralized purchasing refers to purchasing materials by all departments and branches
PURCHASE SYSTEM: independently to fulfill their needs. Such a purchasing occurs when departments and branches
PURCHASING STRUCTURES purchase separately and individually.
7. Under decentralized purchasing, there is no one purchasing manager who has the right to purchase
materials for all departments and divisions. The defects of centralized purchasing can be overcome
by decentralized purchasing system

• Advantages of Decentralized Purchasing:

1. Materials can be purchased by each department locally as and when required.
2. Materials are purchased in right quantity of right quality for each department easily.
3. No heavy investment is required initially.
4. Purchase orders can be placed quickly.
5. The replacement of defective materials takes little time.
 24
• Disadvantages of Decentralized Purchasing:
1. Organization losses the benefit of a bulk purchase.
2. Specialized knowledge may be lacking in purchasing staff.
3. There is a chance of over and under-purchasing of materials.
4. Fewer chances of effective control of materials.
5. Lack of proper co-operation and co-ordination among various departments.

• LEGAL ASPECTS OF PURCHASING:

PURCHASE SYSTEM:
PURCHASING STRUCTURES
LEGAL ASPECTS OF PURCHASING
Presentation title 25

AREAS OF GROWTH

B2B Supply chain ROI E-commerce

Q1 4.5 2.3 1.7 5.0

Q2 3.2 5.1 4.4 3.0

Q3 2.1 1.7 2.5 2.8

Q4 4.5 2.2 1.7 7.0

 26

“ BUSINESS OPPORTUNITIES ARE

LIKE BUSES. THERE'S ALWAYS

”
ANOTHER ONE COMING.
Richard Branson
Presentation title 27

MEET OUR TEAM

TAKUMA HAYASHI MIRJAM NILSSON FLORA BERGGREN​ RAJESH SANTOSHI​

President Chief Executive Officer Chief Operations Officer VP Marketing
 28

MEET OUR EXTENDED TEAM

TAKUMA HAYASHI MIRJAM NILSSON FLORA BERGGREN​ RAJESH SANTOSHI​

President Chief Executive Officer Chief Operations Officer VP Marketing

GRAHAM BARNES ROWAN MURPHY ELIZABETH MOORE ROBIN KLINE

VP Product SEO Strategist Product Designer Content Developer
Presentation title 29

PLAN FOR PRODUCT LAUNCH 

PLANNING MARKETING DESIGN STRATEGY LAUNCH

Deploy strategic
Disseminate Foster holistically
Synergize scalable Coordinate e- networks with
standardized superior
e-commerce business applications compelling e-
metrics methodologies
business needs
 30

TIMELINE

SEP 20XX NOV 20XX JAN 20XX MAR 20XX MAY 20XX

Synergize scalable Disseminate standardized Coordinate e- Foster holistically Deploy strategic

e-commerce business applications superior methodologies networks with
metrics compelling e-
business needs
 31

AREAS OF FOCUS
B2B MARKET SCENARIOS CLOUD-BASED OPPORTUNITIES

• Develop winning strategies to keep ahead • Iterative approaches to corporate strategy

of the competition • Establish a management framework from
• Capitalize on low-hanging fruit to identify the inside
a ballpark value
• Visualize customer directed convergence
Presentation title 32

HOW WE GET THERE

ROI NICHE MARKETS SUPPLY CHAINS

• Envision multimedia-based • Pursue scalable customer • Cultivate one-to-one

expertise and cross-media service through sustainable customer service with robust
growth strategies strategies ideas
• Visualize quality intellectual • Engage top-line web • Maximize timely
capital services with cutting-edge deliverables for real-time
• Engage worldwide deliverables schemas
methodologies with web-
enabled technologies
Presentation title 33

SUMMARY
At Contoso, we believe in giving 110%. By using our next-generation
data architecture, we help organizations virtually manage agile workflows.
We thrive because of our market knowledge and great team behind our
product. As our CEO says, "Efficiencies will come from proactively
transforming how we do business."
THANK YOU
Mirjam Nilsson​
[email protected]
www.contoso.com