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  • [FHL 10 Encore] Have you registered yet?
    We’re only 3 days away from going live.

    Hi everyone!  

     

    I wanted to send a quick email before I close out the week and head into the weekend. 

     

    We have only three days until FHL 10 ‘The Last Dance’ Encore goes live!  

     

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    Again, this is not a cliffnotes encore.  We are spending three full days with you as we RE-LIVE FHL 10 ‘The Last Dance’!

     

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    Tuesday, March 11th, 2024 @ 8am PT / 11am PT. 

     

    Wednesday, March 12th, 2024 @ 8am PT / 11am PT. 

     

    If you haven’t already… Make sure you’re registered! 

     

    REGISTER FOR FHL 10 ‘THE LAST DANCE’ ENCORE NOW >>

    See you in the encore!

     

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    by "Todd Dickerson (ClickFunnels)" <noreply@clickfunnelsnotifications.com> - 12:46 - 7 Mar 2025
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  • To crack the glass ceiling, start at the ground floor

    The Shortlist

    Emerging ideas for leaders ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 
    The CEO Shortlist
    The CEO Shortlist

    Curated by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms

    Welcome to the CEO Shortlist, a biweekly newsletter of our best ideas for the C-suite. This week, we’re sharing key findings from our latest book on gender inclusion in the workplace, as well as our work with Silicon Valley pioneer Reid Hoffman on what could go right with gen AI. You can reach us with thoughts, ideas, or suggestions at Alex_Panas@Mckinsey.com and Axel_Karlsson@Mckinsey.com. Thank you, as ever.

    —Alex and Axel

    An image linking to the web page “The Broken Rung” on McKinsey.com.

    First cut is the deepest. The problem of the glass ceiling is well documented. Less understood is how women experience the ground floor. For every 100 entry-level men who are promoted to manager, only 81 women advance. We call this failure the “broken rung.” In a new book, McKinsey Senior Partners Kweilin Ellingrud, Lareina Yee, and María del Mar Martínez explore the consequences of gender inequality in the workplace on lifetime earnings for women. They also outline steps for leaders to address the problem. The book publishes next week; preorder your copy now.

    AI in action. There’s been a lot of talk about gen AI. We’ve been privileged to work with companies that are going beyond talk to action, most recently through “superagents”—AI tools that can help individuals supercharge their creativity, productivity, and impact. We’ve teamed up with Reid Hoffman to write a
    report and an interactive learning journey to help leaders deliver returns on their AI investments.

    We hope you find these ideas inspiring and helpful. See you in a couple of weeks with more McKinsey ideas for the CEO and others in the C-suite.

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    by "McKinsey CEO Shortlist" <publishing@email.mckinsey.com> - 03:20 - 7 Mar 2025
  • How CEOs can assess their performance

    On McKinsey Perspectives

    Where training helps most ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 
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    Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.

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  • If you do one thing this year… make sure it's this!!

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    by "Russell Brunson" <newsletter@marketingsecrets.com> - 07:26 - 6 Mar 2025
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  • [FHL 10 Encore] 4 days until we go live
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    © Etison LLC 

     

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    by "Todd Dickerson (ClickFunnels)" <noreply@clickfunnelsnotifications.com> - 11:06 - 6 Mar 2025
  • Dark Side of Distributed Systems: Latency and Partition Tolerance

    Dark Side of Distributed Systems: Latency and Partition Tolerance

    Distributed systems are collections of independent computing resources that work together to present a unified, cohesive service or application to the user.
    ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­
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    Distributed systems are collections of independent computing resources that work together to present a unified, cohesive service or application to the user.

    Rather than relying on a single powerful machine, these systems spread workloads across multiple nodes, often deployed across different servers, regions, or continents. Building distributed systems is popular because it offers improved scalability, enabling organizations to handle growing traffic by adding more nodes as needed. It also enhances fault tolerance. If one node goes down, the system can often continue serving requests, minimizing downtime and user impact.

    However, with these benefits come complexities—what many refer to as the “dark side” of distributed systems. 

    • Coordinating multiple nodes over unreliable networks introduces challenges around data consistency, system synchronization, and partial failures.

    • Developers must navigate layers of complexity that don’t exist in a single-machine environment, such as dealing with unpredictable message delays and deciding how to handle conflicting writes.

    Two critical considerations that consistently arise in distributed systems are latency and partition tolerance. 

    Latency, or the delay in communication between nodes, can degrade user experience and complicate real-time processing. Partition tolerance, the capacity of a system to continue operating despite communication breakdowns among nodes, highlights the trade-offs between maintaining availability and ensuring data consistency. 

    In this article, we’ll understand how latency and partition tolerance impact distributed systems and discuss strategies for addressing them effectively.

    Understanding the CAP Theorem...

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  • How MSC saved €500K with accurate shipping locations

    How MSC saved €500K with accurate shipping locations

    GPC - Newsletter header march

    2:00 minute read

    🛥️ Avoid spending millions due to outdated shipping locations

    🗺️ Guide on how to create a zip code map

    🔎 Monthly changes

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    Group 55 (1)

    Avoid spending millions of dollars due to outdated shipping locations

    Discover how the Mediterranean Shipping Company (MSC):

     

    🗺️ Activated 3000 global locations per year.

     

    💲 Eliminated repetitive data processing days for the data center, saving approximately €500k annually in operational costs.

     

    ⌛ Saved over 900 hours annually, cutting operational expenses, reducing financial penalties, and minimizing business disruptions.

     

     

    Read the full story

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    Want to turn raw data into a zip code map? This guide breaks it down step by step, helping you visualize trends, spot patterns, and make smarter decisions.

     

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    Postal boundary updates

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    Postal boundary patches (small changes)

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    Administrative boundaries patches (small changes)

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    For a detailed changelog, take a look at the CSV file.

    Cliopatria: Lost kingdoms & shifting empires

    Ever wished you could time-travel through history’s shifting borders?

     

    Cliopatria makes that possible.

     

    This open-source dataset maps political boundaries from 3400 BCE to today, covering 1,600+ historical states, empires, and kingdoms.

     

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    Built by the Seshat Global History Databank, it helps researchers, educators, and history buffs visualize the world's political evolution. And the best part? It’s free for everyone! 

    Follow us on LinkedIn for more geographical facts like this!

    Kind regards,

     

    Jerome & the GeoPostcodes team

     

     

     

    PS: Interested in previous Monthly Product Updates? Read here.

    GeoPostcodes, Bld Bischoffsheim 15, 1000 Bruxelles, Belgium

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    by "Jérôme from GeoPostcodes" <jerome@geopostcodes.com> - 05:47 - 6 Mar 2025
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    by "New Relic" <emeamarketing@newrelic.com> - 03:49 - 6 Mar 2025
  • CNC Reliable Electrical products supporting you in cutting cost


     


     

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    by "customer" <customer@cncelectric.cn> - 03:45 - 6 Mar 2025
  • Strategic workforce planning: How are leading companies doing it?

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    by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 12:49 - 6 Mar 2025
  • [FHL 10 Encore] 5 days away… (you registered?)
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    by "Russell Brunson" <newsletter@marketingsecrets.com> - 12:51 - 5 Mar 2025
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    by "Jeffery" <jeffery1@xinchen56.com> - 12:05 - 5 Mar 2025
  • [FHL 10 Encore] Did you register yet…?
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    If you’re like me, you’ll be lucky to retain maybe 20% of what they said at FHL 10.  There’s just so much going on, and as much as I listen and take notes, I just can’t learn it all the first time around. 

     

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    by "Todd Dickerson (ClickFunnels)" <noreply@clickfunnelsnotifications.com> - 09:51 - 5 Mar 2025
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    by "McKinsey & Company" <publishing@email.mckinsey.com> - 09:31 - 5 Mar 2025
  • Procurement Management - Managing Supplier Selection & Negotiation, Sourcing & Tendering (16 & 17 Apri)l

    Please call 012-588 2728

     email to pearl-otc@outlook.com

     

    HYBRID PUBLIC PROGRAM

    PROCUREMENT MANAGEMENT - MANAGING SUPPLIER

    SELECTION & NEGOTIATION, SOURCING & TENDERING

    5 CPD Points Awarded by MBOT.

     

    (** Choose either Zoom OR Physical Session)

    Remote Online Training (Via Zoom)  &

    Dorsett Grand Subang Hotel, Selangor (Physical)

      (SBL Khas / HRD Corp Claimable Course)

    Date : 16 Apr 2025 (Wed) |  9am – 5pm                          By SH Yeo

    17 Apr 2025 (Thu)  |  9am – 5pm                                .

                              .

                           .

    INTRODUCTION:

    The key to an efficient procurement function is the ability to manage the proper selection of suppliers. The ability to select new suppliers or vendors which are able to provide the good support to the company operational needs makes the job of purchasing easier to manage.

     

    In order to select the “perfect” supplier, an effective sourcing process + an efficient selection + ability to negotiate the best deal with the supplier is extremely important.

     

    This program desires to bring these values to all the participants who decide to attend this 2 day interactive training program.

                            .                         .

    TRAINING OBJECTIVES:

    The training program was design with the following key objectives of learning to the participants:-

    a) Effective Management of Sourcing and Tendering activities

    b) Effective Selection Process during Sourcing and Tendering

    c) Understand the different type of tendering and common issue in tendering

    d) Effective negotiation preparation for supplier negotiation in sourcing and tendering

    e) Understand the effective way of supplier evaluation and management

     

    TRAINING METHODOLOGY:

    This training will involve the following area to enhance learning:

    a) Power point presentation

    b) Case studies & Brain storming session

    c) Discussion on subject of learning

    d) Facilitating by trainer to enhance understanding of subject matter

    e) Pre and Post test to evaluate participants understanding

     

    LEARNING OBJECTIVES EXPECTED FROM PARTICIPANTS:

    By the end of the 2-day interactive session, the learning curve achieve will enable the following:-

    a) UNDERSTAND  strategic sourcing and tendering role of procurement in business operation

    b) APPRAISE  and DISTINGUISH the type of strategy to be in place to manage tendering process to meet the objective of the company

    c) MANAGING and carrying out effective negotiation with suppliers and other stake holders during tendering

    d) DECIDING type of tendering to use depending on requirement and strategic advantages to the business organization

    e) DIFFERENTIATE key differences between Sourcing and Tendering

    f) IMPLEMENTING key areas of concern during selection process

     

    PARTICIPANTS GROUP :

    This training program is highly recommended for employees involve in the managing of the supply chain function in the company, for example, personnel from procurement, warehouse, logistics and planning department and finance.

     

     

    OUTLINE OF WORKSHOP

    Module 1 - Sourcing and Tendering

    Sourcing versus Tendering

    Type of Tendering

    Sourcing strategies

    Advantages and Disadvantages of Sourcing

    Advantage and Disadvantages of Tendering

    The Tendering Process in Open Tender

    Common term used in Tendering

     

    Module 2 - Challenges in Tendering

    Key Reason why tender fails

    Reducing the risk in tender failure

    Managing conflict of Interest

    Red flag in Tendering and Sourcing

    Sourcing and Tendering best practices

    Case study

     

    Module 3 – Suppliers Selection and Management Process

    Understanding the 10C + 1R selection

    Evaluation strategy for tendering

    Implementing Supplier On boarding and Off boarding system

    Type of Audits to conduct for supplier selection

    Case study 

     

    Module 4 – Managing Smart Negotiation

    Integrative Negotiation

    Distributive Negotiation

    Stages of Negotiation

    SWOT analysis

    Deciding red lines in negotiation

    Knowing your opponent traits

    The Soft Negotiator

    The Principled Negotiator

    The Hard Negotiator

    Traits of a good negotiator

    Bad Negotiator habits

    Mistakes made in Negotiation

    Body language in negotiation

    Clear planning of objectives and goals

    Understand when to walk away

    Managing Reject and counter offer

    Dealing with difficult negotiators

    WATNA strategies

    BATNA strategies

    Case study

     

    ** Certificate of attendance will be awarded for those who completed the course

    ABOUT THE FACILITATOR

    SH Yeo

    Academic & Professional Qualifications

    Certified HRDF Trainer (TTT certificate number 4669)

    Certified Professional Trainer and Facilitator (University Malaya, Malaysia)

     

    Diploma in Human Resource Management (UK)

    Diploma in Production Management (USA)

    MBA in Supply Chain Management (USA)

    33 year of management experience in supply chain and operation

    Trainer & consultant since 2008

     

    Mr. Yeo is a very experienced supply chain and operational manager. During his working career, spanning over 33 years, he has held various positions as following:-

     

    1987 - with International Paint (later known as Akzo Nobel International Paint) as a Storekeeper

    1989 to 1992 @ Warehouse Executive

    1992 to 1993 @ Warehouse Manager

    1993 to 1998 @ Production Manager

    1998 to 1999 @ join Melandas as a Logistics and Purchasing Manager.

    1999 to 2004 @ join Dian Creative as a Material Manager

    2004 to 2006 @ join Joubert SA Malaysia as Purchasing Manager

    2006 to 2008 @ Procurement Manager

    2008 to 2019 @ Supply Chain Manager and Company Director

     

     

    His major achievements include the following:-

     

    a) Increase productivity in the production department by providing intrinsic and extrinsic motivation to the employees from 1993 to 1998.

    b) Making major decision to advise a MNC company to drop LMW warehousing scheme and adopting MITI PC1 and 2 exemption system to help company to be more competitive in the local and oversea market in 1998.

    c) Co coordinating Kastam licensing and reporting to solve company reporting and licensing issue with Kastam

    d) Establishing control and procedure and bringing awareness to employee on important of supply chain control in 2004 until 2019 and achieving 100% shipment performances to customers

    e) Involve in negotiating with a major customer from Europe to secure new contract and beside visiting overseas suppliers for performances improvement and selection of new suppliers

    f) Carry out new product development by working with engineering and design team and suppliers, including spending on site at supplier premise to solve new product design issue

    g) Introduced new procedures in warehouse and operation for better control of operation and reporting system

    h) Managing and conducting cost reduction management program from 2008 to 2013 and reduce cost for the company by up to RM6.5 mil.

    i) Involve in managing suppliers contract and involving in proposing and drafting new contract and contract renewal for suppliers from 2008 until 2019 (early retirement) by working with suppliers and internal stakeholders with guidance from legal expert.

    j) Managing Non Disclosure Agreement with suppliers to protect company intellectual property

     

    He has been conducting training since 2008 and recently retired as a fulltime supply chain manager and company director to concentrate on full time training and coaching.

     

    His areas of training based on his many years experiences in the industry are as following:-

     

    Inventory  and Warehouse Management

    Supply Chain Management

    Cost Reduction

    Strategic Procurement and Purchasing Management

    Import and Export Documentation Process

    International Payment Risk Mitigation

    Negotiation

    Incoterms and Impact on Trade

    Trade Financing

    Risk on Procurement Fraud

    Letter of Credit and Documentary control

     Procurement contract management

    Incoterms 2020 – Benefit, Risk and Cost on Rule of Delivery

     

     

    (SBL KHAS / HRD Corp Claimable Course)

    TRAINING FEE

    14 hours Remote Online Training (Via Zoom)

    RM 1,296.00/pax    (excluded 8% SST)

    2 days Face-to-Face Training (Physical Training at Hotel)

    RM 2,250.00/pax     (excluded 8% SST)

    Group Registration: Register 3 participants from the same organization, the 4th participant is FREE.
    (Buy 3 Get 1 Free) if
    Register before 7 April 2025. Please act fast to grab your favourite training program!

      

    We hope you find it informative and interesting and we look forward to seeing you soon.

    Please act fast to grab your favorite training program! Please call 012-588 2728

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    by "pearl@otcmsb.com.my" <pearl@otcmsb.com.my> - 08:23 - 5 Mar 2025