1. Ohio MSDC Centers of Excellence
Corporate/MBE Kickoff Meeting
April 2, 2015
Certify. Develop. Connect. Advocate

2. Welcome & Introductions
Name
Title
Company
Products/Services

3. From the National Office…
Maggie Chaparro VP of Enterprise Learning Solns & Organizational Development Judith C. Cockrell Director of Field Operations
Certify. Develop. Connect. Advocate

4. A Business Module Approach
Centers of Excellence
A Business Module Approach

5. Centers of Excellence Definition
Centers of Excellence are Regional Business Modules that serve to enhance Corporate minority business development through knowledge sharing and excellence in implementing NMSDC best practices.

6. NMSDC COE Business Module Defined
A program for corporations which seek to strengthen/launch their minority supplier development activities
The COE is composed of a network of regional groups of 8-10 corporations called “business modules” that have committed to significantly increase procurement from minority firms by implementing minority business development best practices from the National Minority Supplier Development Council, Inc.®
Each business module recruits MBEs that match forecasted needs
Corporations agree to mentor MBEs by providing access to internal corporate resources
Business Module cycle is months in duration
Registration fee for corporations
Participation does not guarantee an MBE a contract
Capacity Building Activity
Best Practices
Module
Leader
Corporation
MBEs
Buying
Entities
Regional Business Module
NMSDC
Centers of Excellence
Best Practice
Performance Data

7. MEETING RULES OF CONDUCT
Respect, Courtesy, and Professionalism must be Observed
Share Responsibility
Criticize Only Ideas Not People
Question & Participate (when appropriate)
Attend All Meetings
Be On Time to Meetings
Complete Assignments On Time
Listen Constructively

8. COE Benefits
Enhance Corporation’s minority business development process
Through structured environment, drive use of NMSDC best practices
Enhance understanding within the firm to support resource needs
Provides increased business opportunities for both Corporate members and MBEs through learning from each other’s competitive strengths
MBEs obtain an “insider’s perspective” on ways to conduct business with the Corporate Module members
Expand impact of NMSDC and Regional Council network by advancing minority business development excellence

9. COE Methodology Identify opportunities
Nominate MBEs based on forecast of opportunities
Want at least two corporations with same opportunity
Corporation can identify MBE and be integral part of their growth
Lower risk by using NMSDC certified MBEs
Self assessments

10. COE Corporate Member Responsibilities
Designate a manager responsible for the execution and goals of this initiative
Committed, active participation for at least 24 months
Offer technical and mentoring assistance in at least one developmental area, such as legal, HR, engineering, quality, technical and management training
Establish a Supplier Diversity process which includes NMSDC Best Practices
Establish goals to increase the purchases with minority suppliers
Provide forecasts of purchasing requirements

11. COE Corporate Member Responsibilities (cont’d)
Identify business opportunities that accelerate minority business development, e.g.,
Direct sourcing
Minority supplier merger/acquisitions of majority firms or spinoffs
Consolidation of tactical suppliers under lead minority supplier
Outsourcing of non-core or core operations to minority suppliers
Minority supplier joint ventures/strategic alliances
Include MBE Module participants in all bidding opportunities where they can be reasonably expected to have the capability of providing the required products and services

12. CORPORATE PRESENTATIONS
Presentation should be 10 – 15 minutes and cover:
Company Name
Corporate Management Team/Org. Chart
Where SD Org. fits/# Employees
Products/Services Provided
Sales and Customers
Purchasing Process & Opportunities
Strategies and Goals of Corporation & How MBD strategies & goals align
Describe Minority Business Development Process based on NMSDC 8 Best Practices

13. Capacity Building Definition (Used in NMSDC Centers of Excellence Program)
Developing an organization’s skills and capabilities, such as, leadership, finance, quality, management, technology, and providing access to information and knowledge, in order to build the organization’s effectiveness and sustainability

14. Capacity Building Examples
Each corporate business module participant will offer capacity building in at least one developmental area
Examples of Capacity Building Developmental Activities:
Quality Training
Executive Education
Proposal/RFX Development
Financial Assistance
Bonding Support
Business Planning
HR Management
Project Management
Strategic Selling
Technical Assistance
Engineering
R & D
Technology Transfer
Partnerships/Strategic Alliances/JVs
Branding

15. COE MBE Responsibilities
Certification by NMSDC Regional Council
CEO commits to attend all meetings
Provide information necessary for the Corporate Module Members to assess their capability
Fully evaluate the suggestions and assistance provided by the Corporate Module Members
MBE’s CFO or other executive personnel may be requested to attend specific module activities
Make every effort to meet or exceed the needs, both short- and long-term, of the Corporate Module Members in areas of quality, delivery and pricing
Participation in COE does not guarantee an MBE a contract

16. MBE PRESENTATIONS Presentation should be 10 – 15 minutes and cover:
Company Name
Vision/Mission/Values
Brief History of Company
Management Team/Org. Chart/# Employees
Capabilities (Description of Products/Services Provided)
Sales and Customers
Strategies and Goals
Describe your company’s Minority Business Development Process, if applicable

17. COE Module Leader Responsibilities
Implement policies and procedures of COE
Coordinate meeting schedule and lead meetings
Facilitate discussion during module meetings
Support module activities and manage accountability of the group
Collect and record results (financial and non-financial) of module
Serve as liaison to review progress and issues with NMSDC Centers of Excellence manager

18. Measures of Success-Ralph G. Moore & Associates (RGMA) Scale: Corporate
Level 1
Beginning Program
Level 2
Basic Program
Level 3
Traditional Program
Level 4
Advanced Process
Level 5
World Class Process
A “contact person” to answer phone calls
No Tracking System
No Materials
No Trade Fairs
No Budget
No Outreach
Part-time diversity business coordinator
Program Brochure
Subcontracting Plans
Limited Trade Fair Participation
Compliance Driven
No Ownership
Visible Program Manager
Some Program Collateral Materials
Limited Program Tracking
Local/National Diversity Business Organization Memberships
Little Senior Management Involvement
Outside Core Strategy
Program Director
Internal and External Identity Packages
Measurement by business unit
Diverse Vendors company-wide
Involved Senior Management
Tied to Procurement Objectives
Program Director
Communications Plan
Measurement of revenue contribution
Mission critical joint ventures and strategic alliances
Senior Management Leadership
Tied to performance Objectives company-wide
Infrastructure Elements
Module Activity Moves Supplier Diversity Processes Forward

19. Measures of Success-Ralph G. Moore & Associates (RGMA) Scale: MBE
Functional
Area
Traditional
Supplier
Advanced
Suppliers
World-Class
Business Partner
Growth Strategy
Leadership
Marketing & Sales
Customer Knowledge
Customer Service
Technology
Customer by Customer
President, department managers
President is top salesman supported by sales staff. Marketing strategy consists of generic website and standard brochure
Limited
President, staff respond to customer needs
Local Area Network, website. Behind in customer technology implementation plan
Develops long-term customer relationships
CEO and Management Team
Sales VP leads sales team. Advanced website
Works with customer to solve supply chain problems
Customer Service Team
LAN, EDI and able to respond quickly to RFQs
Acquisitions, JVs and strategic alliances. Researches industry trends;
CEO, business unit presidents and board of directors
Sales VP; Internal and External Identity Packages; On-line sales
Understand industry solutions
Resident Representative at Customer Site
CIO, custom applications e-commerce ready
Infrastructure Elements
Module Activity Moves Supplier Diversity Processes Forward

20. General Business Acumen
Mentoring Relationships cover one or more of the following components:
Scope
Growth & Development
General Business Acumen
Professionalism
How to Approach Fortune Corporations
The Do’s and Don’ts
Strategy Planning
Your “Value Add”
Research
The Right Ad
The Right Media
Mission
Branding
Marketing, Advertising,
Public Relations, Collateral
Material and Related Needs
Marketing
Advertising
The Process:
Prospecting approach, pitch, close, follow up
The 2 Minute Pitch
Know your Audience and your audience’s customers
Networking
Leadership
Presentations
Business etiquette & behavior

21. Mentoring Relationships cover one or more of the following components:
Scope (con’t)
Growth & Development
Technology & Technical Services
Human Resources & Risk Management
Globalization
Finance, Purchasing & Operations
Systems and Servers
Reverse Auctions
Technology,
hardware, software
and related areas
Alliances, Partnering, JVs
Doing business abroad
Scalability
Capacity Building Methods
Business Plan
Financial Acumen
Mergers/Acquisitions
Personnel Management
and Policies
Risk Management
Building Leases, etc.
Legal, insurance and other
related professional areas

22. COE Business Modules CAPACITY BUILDING MENTORING DEVELOPMENT PLANS
NMSDC Best Practices Assessment
MBE Operations and Needs Assessment
Learning Activities
MENTORING
Informal
One-on-One
Group
DEVELOPMENT PLANS
Continuous Improvement

23. NMSDC Best Practices
Establish Corporate Policy and Top Corporate Management Support
Develop a Corporate Minority Supplier Development Plan
Establish Comprehensive Internal and External Communications
Identify Opportunities for MBEs in Strategic Sourcing and Supply Chain Management
Establish Comprehensive Minority Supplier Development Process
Establish Tracking, Reporting, and Goal Setting Mechanisms
Establish a Continuous Improvement Plan
Establish a Second Tier Program

24. Anyone hungry?

25. OMSDC COE Alumni Amelia Rodriguez (Vocalink)
Archie Williamson (Diversified Systems Inc.)
Kim Martinez-Giering (AIT Worldwide Logistics) by phone

26. Corporate & MBE Expectations

27. Things to do…. MBE Profile
Baseline MBE Best Practices Assessment for Mentoring
Best Practices Development Plan (BDP)
Capacity Building Activities for MBEs

28. Best Practices Development Plan

29. Capacity Building Activities
Strategic Alliances & JVs - Red Flags in Business Relationships
Successful Introductions of MBEs/Approaching Corporations
Supply Chain Environmental Sustainability Scorecard
Marketing/Branding
Quality/Lean Six Sigma
Financing Growth
Social Media
Succession Planning
Strategic Selling
Strategic Negotiations
Relationship Management
Procurement 101: RFP/RFI/RFQ Process
Operational Excellence

30. Meetings to Schedule Next COE Meetings Capacity Building Meetings
Bi-monthly, ~3 hours
General Format
Best Practice Overview
MBE Presentation
Corporate Presentation
Capacity Building Meetings
Frequency is up to the group, determined by needs
~2 hours
Can be held same day as COE Meeting

31. In Closing…
Open Items
Wrap Up