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1、PraiseforSupplyChainCostManagementIhaveusedtheAnklesariaCostRoadmaprepeatedlyoverthelasttenyearswiththreeorganizations,togreateffecteachtime.Wehavebeenabletotakemillionsofdollarsoutofsupplychaincoststhroughknowingjusthowmuchthereisthatcanbeavoided,eitherbyidentif
2、yingandjointlyremovingthosecoststhatarenotvalidforus,orthroughhelpingsupplierstakedowntheirowncostbase.TheAIM&DRIVEprocessisagreatwaytogetastructuredstart,runningtheprocessinparallelwithmultiplesuppliers.NeilA.Deverill,ExecutiveV.P.Procurement,AngloAmericanplc.(f
3、ormerlywithPhilipsandElectrolux)IhavebeenpersonallyinvolvedwithAnklesariasAIM&DRIVEprocessoverthepastseveralyearswithtwolargeemployers.Theprocessreallyworks...!Ihaveyettofindanyothermethodologythatprovidesacomparablereturn-on-investment.SteveKesinger,VicePresident
4、,Procurement,NordstromTheAIM&DRIVEprocessisthefacilitatorofchange.Itgivesfocusanddirectiontothecostmanagementeffort.Seniormanagementmusthaveanunderstandingoftheprocess.Theyhavetovalidatethetargetsandtheyhavetomakeacommitmenttoparticipate.Withtheaboveinplace,AIM&D
5、RIVEisapowerfultoolthatturnsgoalsandtargetsintorealchange,realbottomlineimpact.Thisishardwork,butwatchingateamanalyze,identify,learn,andstructureoptionsforactionisreallyneatstuff.WelookedatseveraltoolstoincorporateintoourcostmanagementeffortandchoseAIM&DRIVE.Thea
6、pproachgaveusthedefinitions,theworkpa-pers,andthemethodologytobuildtheentirecostmanagementprogramforourmarketingcommunity.Wedidntwanttobringinabunchofconsultants,teachthemourbusiness,givethemourdataandprocesses,havethemtelluswhatweknowalready,andthenleave.AIM&DRIV
7、Eallowsustobuildaninternalknowl-edgebase,pointstheprocessownerstothecostdriverandpromotesreal,permanentchange.BobQuinn,DirectorofBusinessOperations,IBMCorp.IcannotbelievethatmyteamsandIhavebeenusingAIM&DRIVEtechniquessincetheveryearly1990s!Thisissurelytestimonyto
8、thevalue,durability,andrelevanceofAIM&DRIVEasavaluablewaytocollaborativelymanagecostthroughthesupplychain.Managingcostisalwaysasensitiveissuewithsuppliers.Howe
