chris stecki. phm technology - an sme perspective on supply chain initiatives
DESCRIPTION
Chris Stecki, Chief Executive Officer, PHM Technology delivered this presentation at the Defence Supply Chains Summit. This Summit focuses on supply chain perspectives from Defence primes, leaders within the DMO, case studies from SMEs, risk and cost mitigation strategies, preparation strategies, and network with an array of Defence stakeholders. Find out more at http://www.admevents.com.au/DSC2013TRANSCRIPT
An SME Perspective on the GSC Program
Presented at:
ADM DSC
December 2013
Presentation Structure
An SME perspective on supply chain initiatives Who is PHM Technology
What is MADe?
Why the GSC?
Targeted sales opportunities
Supplier advocacy
Organisational Development
Do you really have the solution they need?
The responsibility of the SME
How long does it take?
Optimal GSC engagement for an SME
ADM DSC - December 13
PHM Technology (PHMT) is a Melbourne
based company that develops the
Maintenance Aware Design environment
(MADe).
MADe is a suite of engineering modeling,
analysis and decision support tools for the
design and support of mission / safety critical
systems.
The development of MADe has been
supported by US programs (JSF, DARPA,
NAVAIR) and the ADF (NACC).
MADe is engaged with a number of the GSC
primes and this is leading to paid trials and
contracts.
ADM DSC - December 13
Who is PHM Technology?
What is MADe?
Identify & understand key „engineering‟ degraders (risks) during design and operations
Analyse potential impact of alternate design / maintenance on system performance and availability
Configuration management of analysis based on design modifications, engineering changes and operational / maintenance data
Overview: an integrated set of tools to model and
analyse reliability , safety and logistics support for
complex, mission-critical systems.
Reliability Block Diagram RBD
Fault Tree Analysis FTA FMEA
Reliability Centred Maintenance RCM
Testability V&V
Fault Detection & Isolation
Diagnostic Design Sensor Set selection
Physics of Failure
Functional Block Diagram
Value: optimize system availability and
supportability, reduce risks / costs across
the product lifecycle from concept to LOTE
Reporting
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Why the GSC?
Elephants mate with elephants (engagement model is crucial to understand and adapt to)
Elephants are herd animals (sales to one OEM increases the probability of sales to other OEMs)
The performance metrics of GSC programs are based on your tangible and demonstrable success
GSC includes Australian opportunities
Summary: involvement with the GSC program
increases the probability of sales to OEMs
Outcomes: targeted sales activities, strong and
consistent supplier advocacy, organisation
development
ADM DSC - December 13
Targeted sales opportunities
Your perspective of the needs of an OEM varies according to the nature and level of your engagement
Insight into the key current business issues (pain points) of the customer is extremely valuable
An introduction to the key influencers and
decision maker/s can significantly accelerate the sales process and improve the probability of success
Summary: knowing who to talk to and getting
access to them at the right time is crucial to a
successful marketing and sales campaign
Outcomes: engagement with key decision
makers at appropriate levels of the project /
division / organisation at the right time
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Supplier Advocacy
Getting an introduction and visible support from „inside‟ the organisation means the opportunity for a better „first impression
Change must be effected from within the organisation – speaking to the people that can effect that change is a significant element of getting a sale
In order for a GSC program to introduce you to their organisation they are effectively endorsing you
Observations: having an internal supporter with
a ‘back channel’ leads to a far more efficient basis
of communication
Outcomes: more direct and effective
communication with the appropriate audience
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Head of a Woman Pablo Picasso
Organisational Development
Its difficult to link analogue with digital – you
must make sure you have the appropriate systems to engage with their infrastructure (procurement, delivery, QA, etc.)
Understanding the factors that drive the customer decision process
Consistency of requirements for OEMs
Industry support programs – DIIC (SC21)
Summary: the ability to address any relevant
structural issues before they impact any purchase
decision is invaluable
Outcomes: increased organisational maturity
(systems, processes, engagement model) that is
optimised for your target customer/s
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The responsibilities of the SME
GSC doesn‟t mean any less effort in the sales process – often it will mean more as you are customising your activities and processes specifically for the customer
GSC opportunities cost money before they make money
Have and demonstrate the capability to meet prospective orders
Deliver when given the opportunity
Summary: still a lot for the SME to do!
Outcome: better understanding of the sales
process enables better planning / budgeting
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Do you really have the solution they need?
A cat with feathers and a beak does not become a duck (Are you really global best value? How do you know?)
Its difficult to effect change in any organisation
with a large bureaucracy – is your value proposition good enough? How best to demonstrate this?
Are you able to effectively articulate your value proposition
Summary: if you don’t have a significant
differentiator you cant expect to make the sales
Outcomes: a well defined point of difference that
is relevant to the purchaser and described in
terms that they understand
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How long does it take?
The “Sales” process never changes - nothing beats wearing out your shoes
Communication (mode and frequency) must be managed by the SME
Consistently persistent – with the message and the people that deliver it
Relationship management – first with the individual and then with the organisation
Hurry up and wait
Summary: the duration of any transaction increases
with the scale and complexity of the opportunity
Observation: the basics of the sales process don’t change just because it is a GSC opportunity
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Optimal GSC engagement for an SME
Provide clear materials on the value your capabilities / benefits provide – the more clearly you communicate, the more effectively you can be marketed
Know who to target – where your potential customer sits in the organisation will determine the best approach based on their requirements (validation / procurement)
The “Sales” process never changes - nothing beats wearing out your shoes
Requirement: define, identify and engage the
target customers and decision makers
Outcome: how best to engage with the OEM
and then be introduced and endorsed to the
‘right’ people and groups
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What has the GSC done for PHM Technology?
Leveraged / focused approach to sales and marketing to different departments and decisions makers
Targeted organisational development (for PHMT) that will improve the probability of a transaction
Insight into the customer mind-set
Credibility with the identified decision makers
increased level of opportunity with a significantly higher likelihood of success
Summary: involvement with the GSC program
continues to generate substantial opportunities for
PHMT and improve our ability to win them
Outcomes: paid trials, sales and an expanding
pipeline of opportunity
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Questions?