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DEEP-DIVE :
SINGLE SOURCE

start

new!

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CONTENTS

THE PPL'S HERO'S JOURNEY

LAST EPISODE'S SUMMARY

DEEP-DIVE & DISCUSSION

PPL'S JOURNEY

TOOLS, AMULETS, ELIXIRS

ABOUT NASTL
& DYNAVIA

New Advanced Seed Treating Line

Budget driven project

€ 5.1 Mios package

+info

New technology

Unknown to Bayer

Highly strategic

  • Single source
  • Start of FEL 3
  • Risks of delay
  • Cost transparency + control
  • Solvency risks


context

  • Reinforce partnership
  • Risk mitigation
  • Keep budget & timeline
  • Avoid hidden costs
  • Increase scalability

Objectives

Category

Equipment

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NASTL SHOULD COST MODELLING

Man-hour

CORE DYNAVIA

MAN-HOUR

45%

THIRD PARTIES

HARDWARE

38%

18%

82%

CORE DYNAVIA

MAN HOUR

45%

THIRD PARTIES

HARDWARE

38%

18%

82%

CORE DYNAVIA

MAN HOUR

45%

THIRD PARTIES

HARDWARE

38%

18%

82%

Third parties HW

Dynavia HW

38%

18%

Third parties HW

Dynavia HW

SHOULD COST

Facts & Figures

ASPIRATION

STEEL STRUCTURE

BUCKET ELEVATORS

UNLOADING STATION

Third Parties HW

Cost breakdown

22%

13%

7%

Bucket elevators

Aspiration

20%

Steel Structure

Unloading statione

PACKAGES

Facts & figures

ASPIRATION

472 K€

  • Benchmark
  • Mini RFQ with URS
  • Nego-planner
  • Joint negotiation

BUCKET ELEVATORS

302 K€

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STEEL STRUCTURE

504 K€

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MAN-HOUR

902 k€

Benchmark
Negoplanner
Rate card

UNLOADING STATION

173 K€

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EFFLUENTS SYSTEM

0 K€

Benchmark
Functional analysis
Redesign of the functionality/EMEX

  • Benchmark
  • Mini RFQ with URS
  • Nego-planner
  • Joint negotiation

Benchmark
Mini RFQ with URS
Nego-planner
Joint negotiation

Benchmark
Nego-planner
Joint negotiation

MINI-RFQs -DUST ASPIRATION SYSTEM
DONALDSON
NEU JKF
ItemPriceItemPrice
















D E V ISD 2 02165368€ 254,700.00Total equipment€ 412,500.00








Sed id orci eros. Praesent mollis lorem id ornare facilisis. Proin vitae lorem orci. Cras lacinia blandit ex, et tristique libero

Sed id orci eros. Praesent mollis lorem id ornare facilisis. Proin vitae lorem orci. Cras lacinia blandit ex, et tristique libero

Sed id orci eros. Praesent mollis lorem id ornare facilisis. Proin vitae lorem orci. Cras lacinia blandit ex, et tristique libero

Sed id orci eros. Praesent mollis lorem id ornare facilisis. Proin vitae lorem orci. Cras lacinia blandit ex, et tristique libero

Sed id orci eros. Praesent mollis lorem id ornare facilisis. Proin vitae lorem orci. Cras lacinia blandit ex, et tristique libero

PPL'S HERO'S JOURNEY

Facts & Figures

Facts &Figures

THRESHOLD 1

THRESHOLD 2

THRESHOLD 3

THRESHOLD 4

tools

pPl

hero

1- CALL TO ADVENTURE

RETURN WITH A SPECIAL KNOWLEDGE

COSMIC DANCER

BEGIN

END ?

DETERMINATION

SACRIFICE

SPARK !

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NASTL TOOLBOX

SWOT +

neuroscience

Risk

Heat map

handover

ACCEPTANCE

ESCALATION

Kung-Fu Panda

Functional analysis

PACKAGE PLAN

CPPH

  • PACKAGE PLAN
  • RISK HEAT MAP
  • CCM PROCESS
  • BIDDER EVALUTION MATRIX
  • HANDOVER DOCUMENTATION
  • ACCEPTANCE DOCUMENTATION

TOOLBOX

nego-planner

TOOLBOX

  • FUNCTIONAL ANALYSIS (80/20)
  • SWOT +
  • BENCHMARK
  • ACKERMANN
  • ZOPA
  • BATNA
  • 3 BOXES
  • ROLEX EXCHANGE

TOOLBOX

NEUROSCIENCE
TRUSTGAME
MIRRORING
LABELLING
DISC
12 ANGRY MEN

Kung-Fu Panda

tools

pll

hero

THRESHOLD 1

THRESHOLD 2

THRESHOLD 4

THRESHOLD 3

3- ROAD OF TRIALS : OBSTACLE, ALLIES

1- CALL TO ADVENTURE

2- MEETING THE MENTOR

7-REFUSAL OF THE RETURN

4- APPROACH TO THE INMOST CAVE

5- MEETING THE SHADOW SELF

RETURN WITH A SPECIAL KNOWLEDGE

6-REWARD & ELIXIR THEFT

9- DEATH OF DREAMS

8- RESCUE FROM OUTSIDE

11- CATHARSIS

12-COSMIC DANCER

10- SHOWDOWN

BEGIN

END ?

DETERMINATION

ENDGAME

SACRIFICE

SPARK !

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THE HERO'S JOURNEY

Stasis – The hero is shown in their version of the "ordinary" world. Often they are stuck. They are usually discontent…or if they are content, it's for the wrong reasons. They need to change in order to reach their full potential.


Call to adventure – The hero receives an invitation to an adventure that promises a reward, and will ultimately change them, hopefully for the better. Sometimes it's the hero saying "I need a change," and sometimes it's the universe telling them that they need to change.

Refusal of the call – The hero considers whether to accept the invitation or not. Sometimes they jump at the chance, sometimes they have to be dragged kicking and screaming. Either way, even if it only lasts a second, there should be a moment where the hero looks back at where they came from and reflects on the consequences of moving forward.

Meeting the mentor – Like Obi-Wan Kenobi in Star Wars: Ep. IV – A New Hope, the hero receives help, guidance, advice, or supernatural aid from someone who has been on this kind of journey before.

Crossing the threshold – The hero enters a strange, special world in which everything is upside-down and backwards. Things aren't what they seem, wondrous sites are beheld, and danger lurks around every corner.

Tests, allies, and enemies – The hero meets entities along the way who either help or hinder them on their quest. They face trials, and are tested to see if they are worthy of the reward they seek.

Approach to the inmost cave – The hero begins their descent into the "belly of the whale," the place where they will be forced to undergo the most change. By choosing to enter this abyss, the hero proves their willingness to let go of their old, un-evolved identity.

The ordeal in the abyss; facing the shadow self – The hero has made it to their greatest challenge. If they are willing to let their old identity die and embrace who they need to be (often figurative, but sometimes a literal death and rebirth), they are victorious. Often a hero will face an antagonist that is a shadow of themselves. In A New Hope this is Darth Vader, Luke's father, and the man whom Luke said he aspired to be. At other times, the hero themselves is the obstacle. Regardless of who or what it is, this antagonist has immense power that the hero must face.

Apotheosis – Literally meaning "the elevation of someone to divine status," the hero achieves a greater understanding thanks to their trials. This is the moment they ascend to that higher plane of existence—not only can they not go back to who they once were, they wouldn't want to. It's this understanding that gives them the key they need, and the resolve, to face the toughest part of their adventure.

The ultimate boon – This is the treasure the hero came to seek. Everything they have gone through up to this point has purified them so that they are worthy enough to claim their reward.

Refusal of the return – Just as in the beginning of their journey, the hero needs a moment of reflection on the necessity to return to the world they came from, and what they're leaving behind. Sometimes they don't even want to return (why would anyone want to leave Narnia?), but ultimately they must.

The road back home – The trick here is for the hero to return with their new special knowledge intact, and figure out how they're going to integrate it into their new life.

Master of two worlds – This is the synthesis of who the hero was before they began their journey, and who they have become. The hero is comfortable with their new balance, having resolved both their external quest and their inner fulfillment.

Return with special knowledge – The hero is now ready to share their special knowledge with the rest of the world. They may even become a mentor for a new hero who must begin their own journey.

Not every stage is reflected in every story, and sometimes they're out of order. Still, most engaging stories do have elements of this adventure narrative, and that includes the stories we tell for brands.


tools

HERO

PPL

THRESHOLD 1

THRESHOLD 2

THRESHOLD 4

THRESHOLD 3

3- EDUCATING SELF ABOUT THE PROJECT

1- START OF THE PROJECT

2- MEETING THE PROJECT TEAM

7-COLLABORATIVE ALLIES FORMED

4- CREATE THE PROCUREMENT PACKAGE

5- UNCERTAINTY & DOUBT

RETURN WITH A SPECIAL KNOWLEDGE

6-ACHIEVEMENT OF TECHNICAL & COMMERCIAL INSIGHTS

9- ADJUSTMENT & CHOICE OF TOOLS

8- ENGAGE HUB PRO CATEGORY MANAGEMENT

11- HANDOVER

12-COSMIC DANCER

10- SAT

BEGIN

END ?

R1 - BUSINESS REVIEW

ENDGAME

R3 - APPROVAL REVIEW

R2 - CONCEPT REVIEW

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PPL

HERO

TOOLS

THRESHOLD 1

THRESHOLD 2

THRESHOLD 4

THRESHOLD 3

3-FUNCTIONNAL ANALYSIS

1- START OF THE PROJECT

2- NEUROSCIENCE

7-COLLABORATIVE ALLIES FORMED

4- PACKAGE PLAN

5- BENCHMARK

RETURN WITH A SPECIAL KNOWLEDGE

6-SWOT +

9- KUNG-FU PANDA

8- ESCALATION TO HUB

11- HANDOVER

12-COSMIC DANCER

10- ACCEPTANCE DOCUMENTATION

BEGIN

END ?

R1 - BUSINESS REVIEW

ENDGAME

R3 - APPROVAL REVIEW

R2 - CONCEPT REVIEW

Lorem ipsum

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nullam eget interdum velit. Maecenas sagittis lobortis erat eget tempor. Ut egestas nulla at est faucibus ornare. Sed et velit felis. Curabitur ullamcorper diam vel urna bibendum varius. Fusce in neque nec leo rutrum scelerisque. Nam vitae dui tincidunt, dictum elit et, condimentum augue. Duis et laoreet elit. Nunc sit amet ornare ipsum. In tristique felis id lorem rhoncus aliquam. Phasellus viverra neque scelerisque elit viverra, in ornare elit feugiat.






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SHOCK

ANGER

FEAR

DENIAL

UNDERSTANDING

DEPRESSION

ACCEPTANCE

MOVING ON

Modified Kubler-Ross change curve

our reaction to unexpected change is both personal and predictable ...

LOGICAL -MATHEMATICAL

TECHNICAL

Budget

INTRAPERSONAL

INTERPERSONAL

Sustainaibility

PMO

NEUROSCIENCE

CPPH

NEGOPLANNER

UNDERSTAND

consolidate

align

ANALYZE

EVALUATE risks

apply

80/20

ACKERMANN

areas

Actions

SWOT +

Productivity plan

entertainment

3 Boxes

ROLEX EXChange

anchoring

ACCEPTANCE

DOCUMENTS

Benchmark

TRUSTGAME

SOLVENCY CHECK

Risk

Heat map

Kung-Fu Panda

ZOPA

BATNA

Ali-BABA

anchoring

Functional analysis

12 ANGRY MEN

CALIBRATE

team halo effect

LABEL

MIRROR

Theory

CPPH

The Ackerman Bargaining Method is countering with prices, decreasing in increments, until your target offer price is reached. With each volley of offers the empathy and different stall tactics increase.




https://cropwatch.unl.edu/2018/gold-star-negotiations-applying-ackerman-bargaining-method




Frederic's BudgetAckermannRealistic fundation - Proovable numbers

4,500,000.004,500,000.00

4,200,000.00



65%2,730,000.00x
85%3,570,000.003,600,000.00
95%3,990,000.00
100%4,200,000.00

3 boxes BAYER:Prepared to give :Advance payment


Payment in time




Ready to negotiate :IP, Production data, maintenance data







Sine qua non conditions :Break point/Achievement or Interruption


G3 Project Approval if the budget is exceeded



3 boxes DYNAVIA:Prepared to give :time : meeting their deadlines,


Ressources : Steven, Justine, JP, Bertrand, others


Best practices : productivity plan

Ready to negotiate :







Sine qua non conditions :Break point/Achievement or Interruption


IP, Treasury

https://ncase.me/trust/



Getting out of the prisoner's dilemma

- Start by cooperating and then replicate the strategy of the other

party.

- Reduce the fear of being betrayed

- Increase the attractiveness of cooperation

- Decrease the temptation to betray



Grieving curve






Here is a process developed by Harvard Law School to develop the best alternative to a negotiated agreement:

1. List all alternatives to the current negotiation – what could you do if negotiations fall through?
2. Evaluate the value of each alternative – how much is each alternative worth to me?
3. Select the alternative that would provide the highest value to you (this is your best alternative to a negotiated agreement).
4. After determining your BATNA, calculate the lowest-valued deal that you’re willing to accept.

According to the scientific investigation of real bargaining situations, whichever party – buyer or seller – makes the first offer, that person obtains a better final outcome.

Don’t worry that you will “insult” the other party if you open too high Many business negotiators will not feel “insulted” by the high opening offer.

Instead, they are prepared to make concessions.




" Global trade starts here. " (Alibaba.com)



“Holding constant the nature of the failure, teams tend not to be blamed for their failures as much as do individuals,”

“Teams simply are given a lot of credit for their successes but are not blamed for their failures”

“…people have an easier time imagining how an individual might have done something better than imagining how a team might have done something better”


Team Halo Effect Naquin & Tynan (2003

Bibliography :

• Getting Past No - Bantam Books, 1993, ISBN 0-553-37131-2

• D.A. Lax, J.K. Sebenius – The Manager as Negotiator, Bargaining for Cooperation and Competitive Advantage

• W. Ury – The Power of a Positive No – Bantam Book 2007

• S. Lewine – Getting to Resolution – Berret Koehler 2009 • R. Shell – Bargaining for Advantage – Penguin Group 2006 • R. Fisher, A. Sharp - Getting it Done – HarperCollins 1999

• C. Voss - Ne coupez jamais la poire en deux – Pocket 2019

• A. Biscaccianti, M. El Mansouri – Leading By Dynamic Stability – Transformations 2016

“Holding constant the nature of the failure, teams tend not to be blamed for their failures as much as do individuals,”

“Teams simply are given a lot of credit for their successes but are not blamed for their failures”

“…people have an easier time imagining how an individual might have done something better than imagining how a team might have done something better”


Team Halo Effect Naquin & Tynan (2003

“Holding constant the nature of the failure, teams tend not to be blamed for their failures as much as do individuals,”

“Teams simply are given a lot of credit for their successes but are not blamed for their failures”

“…people have an easier time imagining how an individual might have done something better than imagining how a team might have done something better”


Team Halo Effect Naquin & Tynan (2003

“Holding constant the nature of the failure, teams tend not to be blamed for their failures as much as do individuals,”

“Teams simply are given a lot of credit for their successes but are not blamed for their failures”

“…people have an easier time imagining how an individual might have done something better than imagining how a team might have done something better”


Team Halo Effect Naquin & Tynan (2003

“Holding constant the nature of the failure, teams tend not to be blamed for their failures as much as do individuals,”

“Teams simply are given a lot of credit for their successes but are not blamed for their failures”

“…people have an easier time imagining how an individual might have done something better than imagining how a team might have done something better”


Team Halo Effect Naquin & Tynan (2003

can we GET SERIOUS AND DISCUSS

Daily Heroism, Negotiation Techniques, Tricks, Tips and Elixirs ....

MYTHOLOGICAL CONCLUSION

OUR PROCESSES ALLOW US TO BE CREATIVE IN ADDRESSING AND SOLVING PROBLEMS THAT ARE DYNAMIC AND CANNOT BE "TOTALLY" HANDLED BY A "BLUE PRINT" PROCESS AT THE SAME TIME, WE DON'T HAVE TO WORRY ABOUT NEGOTIATING OVER MINDLESS/BASIC/PETTY/LITTLE THINGS LIKE PROCESSES THIS ALLOWS CREATIVITY AND INNOVATION IN PROJECT PROCUREMENT THE WORK WE ARE DOING IS ABOUT COMPLEX PROBLEM SOLVING THE PROCESSES ARE JUST THE BASIS OUR WORK CANNOT BE ASSIGN TO AN AI - THIS IS WHAT THE EXCHANGE ON THE MEETING WE ARE IN IS FOR - TO BE BETTER PROBLEM SOLVERS IE BETTER HEROS

The battle has been won, and the world, released from whatever negative force that bound it, rejoices!


In this last part of the hero’s long and winding journey, he becomes “The Cosmic Dancer.”

The Cosmic Dancer, declares Nietzsche, does not rest heavily in a single spot, but gaily, lightly, turns and leaps from one position to another.

THE BATTLE HAS BEEN WON, AND THE WORLD, RELEASED FROM WHATEVER NEGATIVE FORCE THAT BOUND IT, REJOICES! IN THIS LAST PART OF THE HERO’S LONG AND WINDING JOURNEY, HE BECOMES “THE COSMIC DANCER.”


THE COSMIC DANCER, DECLARES NIETZSCHE, DOES NOT REST HEAVILY IN A SINGLE SPOT, BUT GAILY, LIGHTLY, TURNS AND LEAPS FROM ONE POSITION TO ANOTHER.

PPL CONCLUSION

OUR ORGANISATION ALLOW US TO BE CREATIVE IN ADDRESSING AND SOLVING PROBLEMS THAT ARE DYNAMIC AND CANNOT BE "TOTALLY" HANDLED BY A "BLUE PRINT" PROCESS.


NONETHELESS, WE DON'T HAVE TO WORRY ABOUT NEGOTIATING OVER MINDLESS/BASIC/PETTY/LITTLE THINGS LIKE PROCESSES.

THIS ACCELERATES CREATIVITY AND INNOVATION IN PROJECT PROCUREMENT : THE WORK WE ARE DOING IS ABOUT COMPLEX PROBLEM SOLVING

THE PROCESSES ARE JUST THE BASIS : OUR WORK CANNOT BE ASSIGN TO AN AI.

THIS IS WHAT THE EXCHANGE ON THE MEETING WE ARE IN IS FOR - TO BE BETTER PROBLEM SOLVERS I.E. BETTER HEROS