Monthly Archives: May 2009

An Enterprise Software Buying Guide, Part V: Cost Model Definition

In our last post on the buying of enterprise software, we discussed the process by which you could identify potential solutions capable of meeting your needs. In today’s post, we talk about how you identify the components required in your cost models, define the appropriate lifetime calculations, and why these cost models are critical to good solution identification.

4. Build Your Cost Models

Those of you who know software know that there’s the up-front price and then the true back-end cost that materializes after you sign on the dotted line, and that the back-end costs can often outweigh the up-front pricing by an order of magnitude, especially if you are going to be tied to the system for a number of years. Thus, before you enter into negotiations for any piece of software, it’s important to understand the range that your total lifetime ownership costs are likely to fall in, how this range compares to other solutions, and whether the ROI is likely to be there. If the annualized total cost of ownership is in the millions and you only have a quarter million per year in the budget, if the median cost is three times as much as the median cost of other solutions being considered, or if the ROI is negative, then you immediately know that a solution isn’t appropriate and can narrow your search, evaluation, and negotiations to other potential solutions.

While the total cost of lifetime ownership will depend on the delivery model of the software being delivered, the pricing structure used by the vendor, the skills of your internal IT support department, the price concessions you get in negotiations, and a host of other factors, it is possible to build a reasonably accurate model based on the delivery model of the software, the supporting platform requirements, and benchmark costs (which can then be refined during negotiations with the shortlisted vendors).

Furthermore, there’s no fast and simple rule as to when a certain type of application will be cheaper. Some people will argue that SaaS is always more expensive in the long run, on the faulty premise that rental models are always more expensive than up-front buys, and some will argue that SaaS is always cheaper on the faulty premise that SaaS does not require back-end hardware costs or internal support personnel, which can cost hundreds of thousands of dollars a year. The fact of the matter is that each buying scenario is different. It strongly depends on the solutions being considered, current market pricing, whether or not the space has recently seen any disruptive entrants, and how long you are likely to keep the application. If the trend is to replace the application you are buying every 5 years, and the rental model only becomes more expensive in year 15, the on-premise advocates don’t have a leg to stand on. If the solution you are buying does not require much in the way of compute power (as all it does is suck data in, aggregate it, and spit out some basic reports), your racks are only running at 50% capacity, and it’s a product your new network admins are already familiar with, it might not require that much in the way of support, knocking the legs out from under the SaaS evangelists. You’ll never know which solution is truly cheaper until you build the model, get the facts, do the math, and then negotiate for the best deal you can get.

On-Premise applications will generally entail at least the following costs:

  • License Cost (Up Front)
  • Maintenance & Support (Annual)
  • Dedicated Server Costs
  • Supporting Software Costs, usually Database and Application Server at a minimum
  • Implementation & Customization Costs
  • Integration Costs
  • Training Costs (Up-Front)
  • Internal Support Costs
  • Major Software Upgrade Costs, usually every 2-3 years
  • Hardware Upgrade Costs, approximately every 3 years
  • (Re)Training Costs (on Upgrade)

Hosted ASP applications will generally entail at least the following costs:

  • Annualized License and Maintenance Cost
  • Annualize Hosting Cost that consolidates hardware, bandwidth, and support costs
  • Major Software Upgrade Costs, usually every 2-3 years
  • Implementation & Customization Costs
  • Integration Costs
  • Training Costs (Up-Front)
  • (Re)Training Costs (on Upgrade)

True multi-tenant SaaS Applications, that don’t require a dedicated instance and the costs that go along with the classic ASP model, will generally entail at least the following costs:

  • Annualized License, Hosting, and Maintenance Cost
  • Implementation & Customization Costs
  • Integration Costs
  • Training Costs (Up-Front)

In our next post, we will discuss the calculation of each of these primary cost elements.

New and Upcoming Events from the #1 Supply Chain Resource Site

The Sourcing Innovation Resource Site, always immediately accessible from the link under the “Free Resources” section of the sidebar, continues to add new content on a weekly, and often daily, basis. In fact, the total number of unique, active resources exceeds the 2,600 mark! Unlike many “resource”, “best of”, or “portal sites” that are abandoned almost as quickly as they are thrown together, the resource site is actively maintained (and dead links are removed on a regular, usually weekly, basis).

The following is a short selection of new and upcoming events:

Conferences

Dates Conference Sponsor
2009-May-18 to

2009-May-20

World Conference on Quality and Improvement

Minneapolis, MN, USA (North-America)

ASQ
2009-May-18 to

2009-May-20

Front End of Innovation

Boston, Massachusetts, USA (North-America)

PDMA
2009-Jun-7 to

2009-Jun-9

SME Annual Conference: Breaking Through

Philadelphia, Pennsylvania, USA (North-America)

SME
2009-Jun-8 to

2009-Jun-11

Military Logistics Summit 2009

Vienna, Virginia, USA (North-America)

IDGA
2009-Jun-8 to

2009-Jun-9

Lean and Green Summit

Savannah, Georgia, USA (North-America)

Lean & Green Summit
2009-Jun-27 to

2009-Jun-29

CPG Forecasting and Planning Summit

Chicago, Illinois, USA (North-America)

IE Group

Webinars

Date & Time Webcast
2009-May-13

14:00 GMT-04:00/AST/EDT

Supplier Performance Management for Competitive Advantage

Sponsor: Purchasing Magazine

2009-May-14

11:00 GMT-04:00/AST/EDT

Optimize Business Processes to Succeed in Todays Economic Climate

Sponsor: MetaStorm

2009-May-14

14:00 GMT-04:00/AST/EDT

A Webcast on Forecasting for Recovery

Sponsor: John Galt

2009-May-21

11:00 GMT-07:00/MST/PDT

Managing Supplier Risk in a Down Economy

Sponsor: Aravo

2009-Jun-3

14:00 GMT-04:00/AST/EDT

Driving Cost Savings with Enterprise Supplier Management

Sponsor: CVM Solutions

which are all readily searchable from the comprehensive Site-Search page. So don’t forget to review the resource site on a weekly basis. You just might find what you didn’t even know you were looking for!

And continue to keep a sharp eye out for new content and even more new content categories which will be coming on-line in the near future!

FTZs Help U.S. Companies Save Millions During Tough Economic Times

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Today’s guest post is from Matt Gersper, founder and president of Global Data Mining.

While no one likes difficult and tough economic down cycles, periods like the one we’re in now serve the useful purpose of helping companies increase their focus on business process improvement — for example, by exposing inadequate global trade processes in order to improve them. Global trade, despite the current downturn, is in a long-term growth cycle. Combined U.S. imports and exports increased from under 100 billion dollars in 1968 to nearly 3,500 billion dollars in 2008 — with almost half that total growth occurring in the last decade.

Given this reality, it’s critical that business executives and global trade directors leverage current economic challenges to create fast and significant international trade process improvements, carefully investing limited capital in those areas where it can get the biggest bang for the buck. One excellent way to do this is by taking advantage of the U.S. Foreign-Trade Zone (FTZ) program.

Analyze Your Trade Data

“Foreign-Trade Zones can save U.S. importers millions of dollars and will often improve the speed of the supply chain,” explains Tommy Berry, President and CEO of PointTrade Services. Berry has been involved in more than 150 FTZ sites in 29 states, helping his clients save hundreds of millions of dollars over the past 20 years.

Is your company a candidate for such savings? The first step in finding out is to get hold of your own trade data. Many companies don’t realize they can order a data file with a complete five-year history of all their U.S. import transactions for $500 or less. The necessary forms can be downloaded for free at the Global Data Mining (GDM). Companies like GDM can then analyze your data to calculate the potential savings you would have realized had your company operated in an FTZ over the past year.

The trade data experts at Global Data Mining have analyzed more than three million U.S. import entries that collectively represent over $159 billion in import value — and have identified billions of dollars in potential savings for their clients. Using a repository of trade data analytics that is not limited to FTZs, they have developed nearly 60 unique reports that can analyze your trade data, quantify opportunities, identify required resources (both internal and external), quantify costs and calculate the return on investment (ROI).

Making the FTZ Business Case

What kind of savings are we talking about? Figure 1 (below) illustrates the projected savings realized from utilizing an FTZ for a company with $100 million in annual imports. Estimated savings in the first year alone in this example exceed $1,500,000. This total comes from the following: broker fee savings: $129,800; merchandise processing fee (MPF) savings: $274,780; duty deferral savings: $900,000; and re-export savings: $250,000.

On top of that, ongoing annual savings are estimated at nearly $700,000 without even counting potential savings from inverted tariffs; duty elimination on waste, scrap, and yield loss; security and insurance savings, and inventory tax savings.

Figure 2 (below) illustrates the estimated costs and ROI. “In the first year,” says Berry, “this company would need to invest $336,500 and $162,000 a year after that.” “However,” he adds, “the ROI on this investment would amount to $1,218,080 in the first year and $528,580 annually after that.” That’s a first year return of $3.62 for every $1 invested in setting up an FTZ. “Your CFO is not seeing deals like this every day!” notes Berry.

Building the Database

One key to gaining the full benefits of an FTZ — or any other international trade process improvement — is making certain that you have effective parts master database management. That means answering questions like: What data is required? What data currently exists? Who “owns” the different data elements? Where does the data reside today? In what format? Where should the data reside for the future solution? How will it be validated? How will it be integrated? How will it be updated?

Executive Leadership

To survive in this challenging economic environment, business executives and global trade directors need to upgrade and optimize inefficient international trade processes. Doing so will reduce duty spend, accelerate supply chain speed, improve compliance, mitigate risk and improve executive visibility. Global trade remains among the last frontiers of corporate process improvement. A one dollar investment in this area can return $5, $10 or even $20. Imagine the impact returns of this magnitude could have on your 2009 and 2010 business plans.

Thanks, Matt.

Figure 1. Analyzing the Data: Direct Financial Benefits
Fact Pattern Assumptions 1st Year On-going
Regular 1529 Entries 1,500 entries
Estimated average broker fee per entry: $90 1,500 x $90 $135,000 $135,000
52 x $100 (with weekly entry) ($5,200) ($5,200)
Broker Fee Savings $129,800 $129,800
Estimated average MPF per entry: $200 1,500 x $200 $300,000 $300,000
52 x $485 (with weekly entry) ($25,220) ($25,220)
MPF Savings $274,780 $274,780
Imports: estimated $100 million
Average Inventory: estimated $36 million Cost of Capital: 4%
Average Duty Rate: 2.5% $36 million x 2.5% $900,000 $36,000
Re-export: estimated $10 million
Re-exports average 10% of total imports $10 million x 2.5% $250,000 $250,000
Estimated 1st year savings in an FTZ $1,554,580
Recurring annual savings estimate
(assuming same volumes)
$690,580
(Source: Global Data Mining)
Figure 2. Making the Business Case:
Estimate Costs to Create True Return on
Investment
Fact Pattern Assumptions 1st Year On-going
Estimated Set Up Costs:
FTZ Application-PTI Consulting Fee Application/activation $100,000
Continued FTZ/Customs consulting $20,000
FTZ Board Filing Fee $6,500
FTZ software license/installation $100,000
Maintenance fee yearly $10,000
Ongoing automation FTZ/Customs system $15,000
FTZ Administrative Staffing:
In-house 2 people
FTZ administrative management
services (PTI)
$25,000 $100,000
FTZ Grantee Fees (TBD) (TBD)
(one-time costs + annual fee)
Miscellaneous travel expenses, etc.
Mass Class TM Trade Data Services $100,000 $15,000
CI Alerts $2,500 $1,000
TI Alerts $2,500 $1,000
Costs/Expenses $336,500 $162,000
Estimated Net FTZ Savings vs. non FTZ
environment
$1,218,080
($1,554,580 – $336,500;
see Figure 1)
$528,580
($690,580 – $162,000;
see Figure 1)
(Source: Global Data Mining)

Structuring Corporate Sustainability for Long Term Success

Times are tough, and that’s why it’s more important than ever to be corporately responsible. Fortunately, it is possible to structure your CSR initiatives to drive long-term business success. An article from last fall in Industry Week provided some good advice around how “good business meets the common good”.

  1. Understand How Sustainability Fits Into Your Market
    To understand how social, environmental, and economic issues intersect with your business, determine how and where these issues are relevant in your company’s marketplace.

    1. Assess Stakeholder Values
      • Non-Governmental Organizations
        NGOs have a deep understanding of various social and environmental issues and may be able to help you identify opportunities for improvement.
      • Customers
        Value-driven buyers make decisions based on factors that include a company’s business practices.
      • Employees
        Nearly one-third of job-seekers said that working for a “green” company would be a factor in choosing a job.
    2. Examine Regulatory Environments
      Companies must anticipate such regulations when defining sustainable business strategies.
    3. Consider Natural Resource Dependencies and Impact
      When resources such as fossil fuels, water, and land are depleted, costs rise. Companies looking to lower exposure to such costs are reducing dependence on fossil fuels and redesigning processes to require less water and generate less waste.
  2. Define Company Specific Sustainability Goals and Supporting Structure
    The scope of sustainability should be limited to activities that offset your company’s own impacts or positively affect its own stakeholders.
  3. Include Current Initiatives in the Structure
    A supply chain initiative originally designed to save on packaging costs may also minimize waste. A company must take inventory of these projects and determine where they fit into the overall program structure. Don’t overlook the following areas of opportunity.

    • Raw Material Sourcing
    • Continuous Improvement of Labor & Manufacturing
    • End-to-End Production Loss Minimization
    • Optimize Distribution & Disposal
    • Production Innovation & Supplier Collaboration
  4. Communicate Progress
    Stakeholders expect transparency in reporting progress and tracking results.

I Am the Very Model of a Modern Global Sourceror

I am the very model of a modern Global Sourceror
I’ve information vegetable, animal, and mineral
I know the tools of sourcing, and I quote the facts logistical
From New Orleans to Shanghai, in order categorical

I’m very well acquainted, too, with matters mathematical
I understand equations, both the simple and quadratical
About optimization, I’m teeming with a lot o’ news
With many cheerful facts about the cost of the blue ocean routes

With many cheerful facts about the cost of the blue ocean routes
With many cheerful facts about the cost of the blue ocean routes
With many cheerful facts about the cost of the blue ocean routes

I’m very good at direct and indirect spend anlaysis
I know the HTS codes of products electronicalculous
In short, in matters vegetable, animal, and minderal
I am the very model of a modern global sourceror

In short, in matters vegetable, animal, and mineral
He is the very model of a modern global sourceror

I know our mythic history, Free Markets and Markets B2E
I answer hard acrostics, I’ve a pretty taste for oddities
I quote in elegiacs all the crimes of the major analysts
In auctions I can floor peculiarities ridiculous

I can tell undoubted RFPs from RFQs from RFIs
I know the croaking chorus from the mouths of the vendor sales guys
Then I can hum a fugue of which I’ve heard the vendor’s pitch before
And whistle all the airs from that infernal nonsense we abhor

And whistle all the airs from that infernal nonsense we abhor
And whistle all the airs from that infernal nonsense we abhor
And whistle all the airs from that infernal nonsense we abhor

Then I can write a shipping bill in Babylonic cuneiform
And tell you ev’ry detail of Custom’s CBP import form
In short, in matters vegetable, animal, and minderal
I am the very model of a modern global sourceror

In short, in matters vegetable, animal, and minderal
He is the very model of a modern global sourceror

In fact, when I know what is meant by “Dutch Auction” and “Japanese
When I can tell at sight a credit letter from a guarantee
When such affairs as sorties and surprises I’m more wary at
And when I know precisely what is meant by “commissariat”

When I have learnt what process has been made in modern procurement
When I know more of tactics than a novice in an internment
In short, when I’ve a smattering of arbitration strategy
You’ll say a better Global Sourcerer had never sat a gee

You’ll say a better Global Sourcerer had never sat a gee
You’ll say a better Global Sourcerer had never sat a gee
You’ll say a better Global Sourcerer had never sat a gee

For my global sourcing knowledge, though I’m plucky and adventury
Has only been brought down to the beginning of the century
But still, in matters vegetable, animal, and mineral
I am the very model of a modern Global Sourceror

But still, in matters vegetable, animal, and mineral
I am the very model of a modern Global Sourceror