Beroe Inc Dot Com

Intelligence can only be gleaned from relevant, timely information. Without a filtering mechanism, data overload can quickly become a problem due to the massive amounts of information available through category-specific websites, trade journals and specialized publications. Given the generic nature of most data, procurement specialists are needed to weed out what's irrelevant, outdated or overly biased.Currently, commercial operations are severely affected by market volatility and in many categories, procurement managers have to contend with monopolistic or oligopolistic situations. In order to sustain a competitive advantage, it's critical to have access to real time, pro-active information on the cost and market dynamics of raw materials, indirect spend, energy and logistics. To mitigate supply risks, organizations also need early warnings of any potential problems.

Now you can stay ahead of the market with low-cost sourcing from Beroe. We help you realize significant savings opportunities so you can offer more competitive prices, despite intense price pressure.

As your virtual sourcing approach, you can use Beroe’s local resources in various low-cost countries to execute your sourcing plans. This scalability allows you to expand your sourcing footprint without compromising quality or control.

Beroe offers sourcing, quality assurance, and commercial resources on the ground in all of the major low-cost sourcing regions:

•     India
•     China (Shenzhen and Shanghai)
•     South East Asia (Hanoi, Vietnam)
•     Russia and the Former Soviet Union (St. Petersburg, Russia)
•     Middle East (Istanbul, Turkey)
•     Eastern Europe (Bucharest, Romania)
•     Latin America (Rosario, Argentina and Sao Paulo, Brazil)

Supply chains are complex, dynamic, living networks that are highly susceptible to disruptions. Yet, less than 1 in 4 fortune 500 companies is prepared for a major supply chain disruption. What kinds of disruptions affect supply chains:

Understanding the impact of supply chain carbon footprint will help companies prepare for the imminent regulatory environment and explore long term cost saving opportunities.

: For most Fortune 500 or G-2000 organizations, over 75% of product related emissions occur outside their operational boundary. Suppliers with high carbon footprint are exposed to risk of increased operational cost and could even face shutdown due to stringent regulatory cap on emissions and energy.

With easy opportunities to mitigate procurement costs already explored, organizations that include Green measures into procurement metrics today will gain significant long term economic and environmental differentiators over competition. It will also help in shifting the focus of procurement from short term cost advantages to long term sustainable differentiators.

Stringent Regulatory Norms: The regulatory framework and environment for pharmaceutical drugs has become more stringent over the last 4-5 years. Over 200 quality compliance issues per year were identified on average by the FDA between 2010 and 2012 vs. almost 170 a year in 2007 and 2008, directly leading to increased supply chain disruptions.

Continuous tracking of markets and suppliers: Beroe’s research methodology and in-depth market intelligence permits effective tracking of
    60+ commodites and 800+ suppliers
    Accurate price forecasts: Beroe’s forecast accuracy, even for volatile commodities, is above 90%
    Help with supplier evaluations via pre-qualification surveys: to identify best-fit suppliers
    Consolidation of indirect spend: to support clients to channel spend for better profitability
    Evaluate Green alternatives: to support strategic initiatives that help clients reach sustainability targets
    Risk Management: Help with identification and mitigation of financial and supply chain risk factors, mapping of the entire supply value chain and providing real-time alerts for value chain disruptions

MINING, METALS AND MATERIALS INDUSTRY

Global commodity demand looks robust in the long run. In the short term, Mining companies have to contend with volatility in commodity prices and uncertain demand.

Declining commodity prices: Commodity prices have slumped 9 - 30% in the last year. The Top 5 global mining companies registered a decline in operating profits between 25 - 40% during 2012.
   

Declining commodity prices have compelled mining companies to minimize operating costs - Procurement teams will face significant cost savings targets in the coming years.

Aging mines and declining ore grades: Declining quality of ores has been a growing challenge, prompting companies to focus on increased mining volume AND underground ore production; expected to increase by 60% through to 2020.
    Declining grades have prompted mining companies to explore quality ore deposits in newer geographies. Mining companies are increasingly adopting localized procurement practices to achieve greater inclusive growth.

Resource Nationalization: Governments are raising royalty rates, taxes and export duties (range between 6% and 20%), which is increasing cost pressure on mining companies.
    The rise in government action has caused severe inflationary pressures, leading mining companies to look for technology intensive equipment, skilled workforce and hassle free maintenance services even in remote mining locations.