domstat.net

Website loading time

during the test: 0.25 s

cable connection (average): 0.26 s

DSL connection (average): 0.27 s

modem (average): 0.77 s

HTTP headers

HTTP/1.1 200 OK

Date: Sat, 15 Oct 2011 07:19:16 GMT

Server: Apache

Last-Modified: Mon, 11 May 2009 03:18:37 GMT

ETag: "cf6791-ead-4699a6f2b51e8"

Accept-Ranges: bytes

Content-Length: 3757

Connection: close

Content-Type: text/html

Information about DNS servers

Received from the first DNS server

Request to the server "sourcinginnovation.com"
You used the following DNS server:
DNS Name: ns30.domaincontrol.com
DNS Server Address: 208.109.255.15#53
DNS server aliases:

HEADER opcode: REQUEST, status: NOERROR, id: 57139
flag: qr aa REQUEST: 1, ANSWER: 6, AUTHORITY: 0, ADDITIONAL: 0

REQUEST SECTION:
sourcinginnovation.com. IN ANY

ANSWER SECTION:
sourcinginnovation.com. 86400 IN SOA ns29.domaincontrol.com. dns.jomax.net. 2006060700 28800 7200 604800 86400
sourcinginnovation.com. 3600 IN MX 0 smtp.secureserver.net.
sourcinginnovation.com. 3600 IN A 208.109.78.136
sourcinginnovation.com. 3600 IN NS ns29.domaincontrol.com.
sourcinginnovation.com. 3600 IN NS ns30.domaincontrol.com.
sourcinginnovation.com. 3600 IN MX 10 mailstore1.secureserver.net.

Received 240 bytes from address 208.109.255.15#53 in 13 ms

Received from the second DNS server

Request to the server "sourcinginnovation.com"
You used the following DNS server:
DNS Name: ns29.domaincontrol.com
DNS Server Address: 216.69.185.15#53
DNS server aliases:

HEADER opcode: REQUEST, status: NOERROR, id: 52218
flag: qr aa REQUEST: 1, ANSWER: 6, AUTHORITY: 0, ADDITIONAL: 0

REQUEST SECTION:
sourcinginnovation.com. IN ANY

ANSWER SECTION:
sourcinginnovation.com. 86400 IN SOA ns29.domaincontrol.com. dns.jomax.net. 2006060700 28800 7200 604800 86400
sourcinginnovation.com. 3600 IN A 208.109.78.136
sourcinginnovation.com. 3600 IN NS ns29.domaincontrol.com.
sourcinginnovation.com. 3600 IN NS ns30.domaincontrol.com.
sourcinginnovation.com. 3600 IN MX 0 smtp.secureserver.net.
sourcinginnovation.com. 3600 IN MX 10 mailstore1.secureserver.net.

Received 240 bytes from address 216.69.185.15#53 in 13 ms

Subdomains (the first 50)

Typos (misspells)

Location

IP: 208.109.78.136

continent: NA, country: United States (USA), city: Scottsdale

Website value

rank in the traffic statistics:

There is not enough data to estimate website value.

Basic information

website build using CSS

code weight: 3.67 KB

text per all code ratio: 31 %

title: Sourcing Innovation

description:

keywords:

encoding: utf-8

language: en

Website code analysis

one word phrases repeated minimum three times

two word phrases repeated minimum three times

three word phrases repeated minimum three times

B tags

SI Resource Site

High Definition Sourcing (HDS)

Value Focussed Supply (VFS)

Next Level Supply Management (NLSM)

Next Practices (NP)

Supply Management Transformation (SMT)

Supply Chain Leverage (SCL)

increased earnings lead to market rewards

Engage Suppliers

Collect Cost Information

Develop Starting Cost Models

Calibrate Cost Models

Communicate Gaps

Cost Model Generation

Gap Identification

Gap Closure Plan

Standard Cost Revision

cost standards for major processes based on physical realities and best-in-class data points

best-in-class performance compared with known (supplier) costs

dialog around cost improvement ideas relative to best-in-class pricing

agreement on a realistic improvement plan

supply management as a learning opportunity

uses the supply base as a key competitive advantage

continuously improves to eliminate supply chain waste

integrates (internal & external) relationships

shares knowledge

sets and meets targeted costs with supply partners

is improvement focussed

ensures suppliers are at an advantage over market

continually drives best practices through the supply base

is driven by knowledgeable procurement professionals

ultimate

aligns suppliers with customer success

U tags

I tags

Lexington Analytics

BIQ

BravoSolution

the doctor

continuing turbulence among and across high tech and consumer electronics value-chains

now more than ever, firms in these segments need to continually re-visit their strategic sourcing and supply plans for long-term implications

imperative that senior management is continually educated to developments and that strategic strategy sessions and interchange be more than just a periodic occurrence

speak as one voice

competency consisting of a set of powerful techniques used to identify high impact value drivers

result in increased understanding and knowledge of 'ideal' cost structures

can be used to develop better relationships with suppliers, focused on reality based improvement plans

an ongoing business advantage

it is nearly impossible to find a company not involved in some sort of litigation

properly evaluates the potential for materiality and future litigation, and the connection between the litigation and the business plan

investors

can make informed decisions, with a full understanding of the legal risk associated with a potential company

increased understanding and knowledge of 'ideal' cost structures

ongoing business advantage

developing a deep contextual and analytical understanding of several critical areas associated with the spend category

highly volatile market prices,

a large number of component inputs,

highly variable product specifications,

large fixed costs in production process,

scale and utilization cost sensitivity,

complex multi-tiered supply chains.

strategic business objectives

stronger positioning and credibility

Software application development has been going on for decades. In the old world of software, applications took a (usually accounting) business event and then validated, stored and reported it. These were internal usage utilities that dealt with internal data. That’s the wrong perspective to have today. Businesses don’t want apps - they need ‘capabilities’. Moreover, they need capabilities that serve different kinds of information to different kinds of smart devices to mobile, interconnected workers.

interconnected workers that want to access information whenever and wherever they are

they want one user interface no matter how many solutions are serving up information on their device

no requests will be made to undercut cost structures

a fair profit and SG&A allowance will be incorporated into target cost models

comparisons will only be made with peer-group suppliers using real, validated data

detailed feedback will be provided on cost elements that need to be improved

collaboration on waste removal will occur

business will be rewarded to those that open their books and demonstrate best-in-class costs

information will be protected as confidential

knowledge gained can be applied to other business

if a company can identify what a sustainable product is, they're in a position to tell customers/consumers what that is and why, rather than just slapping a green label on it

fundamentally different from traditional "market-based" sourcing approaches

focused on embracing supply markets' competitive context and/or obtaining the best competitive outcome possible, primarily through pricing

predicated on a deep understanding of cost drivers, the supply market, and spend category context

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