Introduction to Symbius

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Information about Introduction to Symbius

Published on February 22, 2009

Author: lfsolis

Source: slideshare.net

Real Supply Chain Partnerships for Private Equity Leaders 2009

What Our Clients Say “ Symbius has been instrumental to our purchasing and supply chain strategy and programs. The incredible progress we've made in the past year could not have been accomplished without their guidance, support and expertise.” Scott Hearty, National VP of Purchasing Operations, Standard Pacific Homes (majority owned by Mattlin Patterson) “ Symbius grasped the essence of our business, and discovered growth enablers via supply chain we did not see. But it is their implementation help that also mattered so much!” Jim Molzon, Vice President Global Logistics, Solectron (now Supply Chain Advisor, TPG) “ Symbius excels at linking Results to Strategy…that is different! They deliver.” Bob King, CEO, Corporate Express “ Symbius innovated a new logistics model for our after-sale business that gave us market advantage.” Rick Feltenberger, SVP Supply Chain, DIRECTV

About Symbius Since 1999, Symbius has established a proven consulting track record of helping organizations achieve higher performance through supply chain partnerships and operational efficiency. We focus on light manufacturing, logistics-centric, and construction organizations in the $100 million to $1 billion revenue range. We specialize in leading SC design and change in organizations that are experiencing reduced revenue, increased performance demands, rapid growth, restructuring or industry consolidation. Our focus is Private Equity sponsored organizations where EBITDA or cashflow velocity is a priority. Symbius currently consists of eight core professionals supported by 10+ associates in supply chain re-design and improvement. Industry Verticals Of Expertise CPG Utilities Financial or Logistics Services Contract Manufacturers Homebuilders Paper Products Industrial Distribution or Light Manufacturing Aerospace/Defense

Since 1999, Symbius has established a proven consulting track record of helping organizations achieve higher performance through supply chain partnerships and operational efficiency. We focus on light manufacturing, logistics-centric, and construction organizations in the $100 million to $1 billion revenue range.

We specialize in leading SC design and change in organizations that are experiencing reduced revenue, increased performance demands, rapid growth, restructuring or industry consolidation. Our focus is Private Equity sponsored organizations where EBITDA or cashflow velocity is a priority.

Symbius currently consists of eight core professionals supported by 10+ associates in supply chain re-design and improvement.

Our Consulting Team Luis Solis – President/Managing Partner 24 years experience; Stanford JD/MBA; GE Capital; Private Equity; Operating CEO record Matt Sanders – Associate Partner 10 years experience; MIT MBA; Princeton BA Dana Barton – Associate Partner 35 years experience; Raytheon; Pulte Homes; Lennar Homes; Purdue BS; Marquette MBA Andrew (Andy) Levien – Associate Partner 30+ years technology/engineered manufacturing; Emerson Process Management; Norgren; UC Berkeley BS/MS Engineering Ed Lukes – Associate Partner 35 years experience; Andersen/Accenture; McKinsey Alex Vieira – Senior Consultant 20 years experience; AT Kearney; PwC; Cal State MBA; MIT BA; Charlie Maynard – Senior Consultant 22 years experience; Perot Systems; Denali; Cogent Consulting; UC Berkeley Ethan Parker – Associate 10+ professional associates in procurement, information systems, logistics and change management specific to Supply Chain Chairman – Richard H. Bard (private equity investor; BardCapital; Federal Reserve Chairman) Advisor/Board – Graham Sharman (retired, McKinsey & Co.)

Luis Solis – President/Managing Partner

24 years experience; Stanford JD/MBA; GE Capital; Private Equity; Operating CEO record

Matt Sanders – Associate Partner

10 years experience; MIT MBA; Princeton BA

Dana Barton – Associate Partner

35 years experience; Raytheon; Pulte Homes; Lennar Homes; Purdue BS; Marquette MBA

Andrew (Andy) Levien – Associate Partner

30+ years technology/engineered manufacturing; Emerson Process Management; Norgren; UC Berkeley BS/MS Engineering

Ed Lukes – Associate Partner

35 years experience; Andersen/Accenture; McKinsey

Alex Vieira – Senior Consultant

20 years experience; AT Kearney; PwC; Cal State MBA; MIT BA;

Charlie Maynard – Senior Consultant

22 years experience; Perot Systems; Denali; Cogent Consulting; UC Berkeley

Ethan Parker – Associate

10+ professional associates in procurement, information systems, logistics and change management specific to Supply Chain

Chairman – Richard H. Bard (private equity investor; BardCapital; Federal Reserve Chairman)

Advisor/Board – Graham Sharman (retired, McKinsey & Co.)

Supply Chain Leverage Supply chain efficiency is a Private Equity Sponsor’s secret weapon before, during, and at-exit of investments to better manage EBITDA and optimize enterprise valuation in the face of: demand and customer segment volatility need for new products, channels or markets shift in raw material access, prices or sources opportunities for waste/cost reductions consolidation/standardization gains the question of in-source, out-source or co-source operations an imbalance in supply chain expertise/skills to deliver needed ROI opportunities for network efficiency in inventory management, fulfillment or maintenance/service operations Many PE Sponsors know that supply chain improvement is more than incremental EBITDA; more likely, it is the key to investment success or even survival in turbulent global markets. 5

Supply chain efficiency is a Private Equity Sponsor’s secret weapon before, during, and at-exit of investments to better manage EBITDA and optimize enterprise valuation in the face of:

demand and customer segment volatility

need for new products, channels or markets

shift in raw material access, prices or sources

opportunities for waste/cost reductions

consolidation/standardization gains

the question of in-source, out-source or co-source operations

an imbalance in supply chain expertise/skills to deliver needed ROI

opportunities for network efficiency in inventory management, fulfillment or maintenance/service operations

Many PE Sponsors know that supply chain improvement is more than incremental EBITDA; more likely, it is the key to investment success or even survival in turbulent global markets.

Our SC Initiatives Drive ~2-10% Total Cost Improvement Cost of Goods Sold SG & A Capital Total Enterprise Financing Symbius’ Savings Focus Manufacturing materials Shop materials Freight & logistics Material management staff Indirect materials Advertising Services Travel Purchasing staff Capital assets Inventory carrying costs & liquidated inventory

Manufacturing materials

Shop materials

Freight & logistics

Material management staff

Indirect materials

Advertising

Services

Travel

Purchasing staff

Our Capabilities & Clients Informatics and Organization Procurement Strategic sourcing SRM systems VMI/Inventory optimization Outsourcing Logistics/services 3PL/4PL Procurement BPO Customer Service Demand segments Service levels/models CRM/planning systems Distribution Logistics Warehousing Channels Execution systems Performance/ Culture/Systems PMO Transformation Dashboards Collaboration systems

Procurement

Strategic sourcing

SRM systems

VMI/Inventory

optimization

Outsourcing

Logistics/services

3PL/4PL

Procurement BPO

Customer Service

Demand segments

Service levels/models

CRM/planning systems

Distribution

Logistics

Warehousing

Channels

Execution systems

Performance/

Culture/Systems

PMO

Transformation

Dashboards

Collaboration systems

From Quick Fix to New Supply Chain Models Months to Achieve Results 0 6 12 18 … 24+

Case Studies in Brief Solution Definition Client Result New SC Model (Revenue lift) Industry leading model to anticipate/ respond to customer trends & differentiate New B2B solution for enterprise accounts to bundle design, fulfillment and technology services 10-15% revenue potential or >$100MM = $15MM gains Standardization (SC optimization; margin lift) Deploy common processes/ best practices/ systems platform 1Standard spans 15 divisions with a common SC platform for home construction $50MM+ cash-flow created Efficiency (Asset/cost/waste reduction) Design and implement new way of working in one business process area Apply SAP/SC to Wal-Mart inbound direct-to-store pipeline Surged volumes; supported M&A transaction and high ROI Quick Fix ( Risk management) Immediately fix one channel, product line or SBU discrete problem 6-month waste reduction in $100MM distribution business ~25% EBITDA lift or ~ $25MM

New B2B solution for enterprise accounts to bundle design, fulfillment and technology services

10-15% revenue potential or >$100MM = $15MM gains

1Standard spans 15 divisions with a common SC platform for home construction

$50MM+ cash-flow created

Apply SAP/SC to Wal-Mart inbound direct-to-store pipeline

Surged volumes; supported M&A transaction and high ROI

6-month waste reduction in $100MM distribution business

~25% EBITDA lift or ~ $25MM

Transformational Tools Our clients benefit most from speed, visibility, agility and accountability across the enterprise and with customers/vendors. Symbius accelerates Cash flow Improvement/Change with three robust Web2.0 tools to enable strategic decision-making. Supply Chain Scoreboard For Performance Management manager and sponsor visibility of initiative status/progress with linkage to EBITDA/ROI objectives Shared Teamspace for Brainstorming structured virtual war-room to promote ideation and problem solving in distributed organizations (anytime/anywhere work) Supply Chain Modeling/Simulation for consolidation strategies or complex global supply chains, agent-based modeling enables crisp decision-making in the face of changing global conditions

Our clients benefit most from speed, visibility, agility and accountability across the enterprise and with customers/vendors. Symbius accelerates Cash flow Improvement/Change with three robust Web2.0 tools to enable strategic decision-making.

manager and sponsor visibility of initiative status/progress with linkage to EBITDA/ROI objectives

structured virtual war-room to promote ideation and problem solving in distributed organizations (anytime/anywhere work)

for consolidation strategies or complex global supply chains, agent-based modeling enables crisp decision-making in the face of changing global conditions

Strategic Incrementalism Traditional Approach: The big idea The impulsive big acquisition, systems purchase or model change Address the fallout from insufficient planning and weak collaboration 4. Try again The modern CEO’s number one challenge = CHANGE : how to move the enterprise from A to B fast, at optimal risk levels. Our approach to successful change is called “Strategic Incrementalism.” Our Approach: Strategic Incrementalism solves the weaknesses of traditional ways, and adds speed and certainty of results, by taking careful steps toward an end game with Revenue, Margin or EBITDA goals A. Current State B: End-Game Phase I Phase II Phase III Phase IV Time ROI Capture + Change Management Collaboration Processes

Traditional Approach:

The big idea



The impulsive big acquisition, systems purchase or model change

Address the fallout from insufficient planning and weak collaboration

4. Try again

Partnership/Value Pricing We price to build long-term partnerships. Our clients hire us for expertise, judgment, and results -in-a-snap that often would cost much more if hired on a permanent, full-time basis. Symbius’ fee structure builds in a 30-40% discount for comparable work performed by bulge bracket strategy firms Model: largely fixed price/fixed time team pricing (‘same side of table’ mindset) with no surprises. Incentives: flexible models for special situations: % value sharing to Symbius w/ small retainer Discount power w/ upside bonus Custom due diligence pricing Staffing Model: Phase I: Partner plus 2-3 team consultants; substantial on-premise work; weekly status updates; leverage Symbius Scoreboard TM for transparency/results Phase II – IV: nimble teams of 1-2 consultants to deliver value/EBITDA in 3-6 month stages Optional: persistent Program Management Officer (PMO) to integrate teams, communications and deliverables/report outs

We price to build long-term partnerships.

Our clients hire us for expertise, judgment, and results -in-a-snap that often would cost much more if hired on a permanent, full-time basis.

Symbius’ fee structure builds in a 30-40% discount for comparable work performed by bulge bracket strategy firms

Model: largely fixed price/fixed time team pricing (‘same side of table’ mindset) with no surprises.

Incentives: flexible models for special situations:

% value sharing to Symbius w/ small retainer

Discount power w/ upside bonus

Custom due diligence pricing

Staffing Model:

Phase I: Partner plus

2-3 team consultants;

substantial on-premise

work; weekly status

updates; leverage

Symbius Scoreboard TM

for transparency/results

Phase II – IV: nimble teams of 1-2 consultants to deliver value/EBITDA in 3-6 month stages

Optional: persistent Program Management Officer (PMO) to integrate

teams, communications and

deliverables/report outs

More information: Luis Solis President/Managing Partner [email_address] 720.839.5068 fax: 303.362.5723 skype: lfsolis 3981 Promontory Court, Boulder, CO. 80304

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