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Table​ ​of​ ​Contents
EXECUTIVE​ ​SUMMARY

1

INTRODUCTION

2

T​ECHNOLOGY​ ​AND​ ​MANAGEMENT​ ​C​ONSULTING​ ​S​ERVICES​ ​M​ARKET
T​HE​ ​P​ROBLEM
T​HE​ ​OP​ PORTUNITY

2
2
3

THE​ ​Fibra​ ​SERVICES​ ​EXCHANGE​ ​PLATFORM

4

T​HE​ ​S​OLUTION​ ​S​TACK
S​OLVING​ ​FOR​ ​THE​ ​KEY​ ​ISSUES
T​HE​ ​EX
​ CHANGE​ ​PR
​ OCESSES
T​HE​ ​TA
​ RGET​ ​MA
​ RKETS
S​OURCES​ ​OF​ ​REVENUE​ ​FROM​ ​THE​ ​PLATFORM

4
5
6
7
8

PLATFORM​ ​AND​ ​ASSETS​ ​NEAR​ ​READINESS​ ​FOR​ ​DEPLOYMENT

9

R​EVENUE​ ​G​ENERATING​ ​M​ODULES
L​ISTINGS​ ​E​NGINE
RFQ​ ​W​IZARD
PMO​ ​M​ODULE
B​ACK​-E​ND​ ​SU
​ PPORT​ ​MO
​ DULES
C​OLLABORATION​ ​AND​ ​VI​ RTUAL​ ​TEAM​ ​MANAGEMENT​ ​TOOLS
V​ENDOR​ ​MA
​ NAGEMENT​ ​AND​ ​PURCHASE​ ​ORDER​ ​MANAGEMENT
A​CCOUNTS​,​ ​BI​ LLING​ ​AND​ ​PA
​ YMENTS​ ​MA
​ NAGEMENT
C​USTOMER​ ​SU
​ PPORT​ ​AND​ ​IS​ SUE​ ​RE​ SOLUTION

9
9
9
10
10
10
10
11
11

THE​ ​ROADMAP

12

THE​ ​Fibra​ ​TOKEN

13

U​SE​ ​OF​ ​THE​ ​T​OKEN
P​LAN​ ​TO​ ​DRIVE​ ​UP​ ​FBR​ ​T​OKEN​ ​P​RICE
T​HE​ ​TO
​ KEN​ ​SA
​ LE​ ​PR
​ OCESS​ ​AND​ ​PR
​ ICING
P​LANNED​ ​USE​ ​OF​ ​FUNDS​ ​RAISED
P​LANNED​ ​USE​ ​OF​ ​COINS​ ​RETAINED

13
13
14
15
15

THE​ ​COMPANY

16

T​HE​ ​E​XECUTIVE​ ​T​EAM
T​HE​ ​A​DVISORY​ ​B​OARD

16
20

ENDNOTES

22

Executive​ ​Summary


The $500 Billion Consulting and Technology Services Market is
undergoing a profound transformation with buyers demanding
specialized services and business results, not just advice. Small firms are
springing up globally to fulfill these demands and overtaking the larger









firms​ ​in​ ​terms​ ​of​ ​growth​ ​and​ ​market​ ​share.​1

Buyers of these services typically pay 20-30% premium to solve
problems related to supplier discovery, trust, unused supplier capacity,
and​ ​project​ ​execution​ ​challenges.​2

There is no globally dominant B2B services exchange today – which
makes​ ​this​ ​a​ ​very​ ​lucrative​ ​market​ ​to​ ​address.​3

Fibra is setting up a Global B2B Services Exchange (Patent Pending​4​) to
solve the problems of supplier discovery, trust, idle capacity, and project
execution. This Exchange would be global in its geographical scope and
would also facilitate virtual projects using the experience of the founding
team in setting up similar operations in the past that they scaled to more
than​ ​$1​ ​Billion​ ​in​ ​net​ ​revenues.
The key modules of the product platform have been in development since
mid-2016​ ​and​ ​are​ ​now​ ​in​ ​advanced​ ​stages​ ​of​ ​readiness​ ​to​ ​deploy.
The Fibra Management Team has set up, run, and scaled a global
distributed consulting operation while working with one of the largest
Consulting and Information Technology firms in the world. Starting from
scratch, this operation was expanded to comprise 5000 management
consultants, $1 Billion in net sales, and delivered services to clients in
over 140 countries, including most of the firms in the Fortune-500 list.​5







The Fibra Exchange would aim to facilitate exactly this kind of
distributed​ ​consulting​ ​at​ ​a​ ​bigger​ ​scale.
Investment commitments for buying Fibra Tokens have been received
from early investors for substantial sums. And, investments are also
expected to come in through an offline route during the ICO. Such
investments would be offered the rates and bonuses prevailing in the live
ICO​ ​at​ ​the​ ​time​ ​the​ ​investment​ ​was​ ​received.
100% of the profits distributed from the operation would be used to compensate the FBR token holders
through Token buyback and burn. There would be no other form of profit sharing or distribution. This would
drive down token supply in the market and drive up its price. The proposed profit distribution plan
incentivizes the management team to raise FBR token prices as most of their compensation would be through
holding​ ​Fibra​ ​Tokens.
Audited reports of financial performance, profit deployed for token
buy-back,​ ​and​ ​token​ ​burn​ ​would​ ​be​ ​published​ ​every​ ​quarter.

Introduction
Fibra​ ​is​ ​setting​ ​up​ ​a​ ​marketplace​ ​for​ ​the​ ​$500​ ​Billion​ ​Consulting​ ​and​ ​Technology​ ​Services​ ​industries.​ ​The​ ​goal​ ​is​ ​to
connect​ ​geographically​ ​separated​ ​buyers​ ​and​ ​sellers,​ ​reduce​ ​prices​ ​of​ ​services​ ​for​ ​buyers,​ ​and​ ​increase​ ​sales
opportunities​ ​for​ ​clients.​ ​This​ ​paper​ ​provides​ ​an​ ​overview​ ​of​ ​our​ ​approach.

TECHNOLOGY​ ​AND​ ​MANAGEMENT​ ​CONSULTING​ ​SERVICES​ ​MARKET

The​ ​global​ ​consulting​ ​and​ ​IT​ ​services​ ​market​ ​comprises​ ​a​ ​number​ ​of​ ​offerings​ ​as​ ​seen​ ​in​ ​Figure​ ​1​ ​on​ ​the​ ​right.​6

Some​ ​of​ ​the​ ​sub-services​ ​within​ ​each​ ​domain​ ​need​ ​frequent​ ​person-to-​ ​person​ ​interaction.​ ​Most,​ ​however,​ ​can​ ​be
delivered​ ​with​ ​the​ ​entire​ ​delivery​ ​team​ ​in​ ​remote​ ​locations.​ ​The​ ​Fibra​ ​management​ ​team​ ​has​ ​worked​ ​in​ ​the​ ​past
to​ ​foster​ ​and​ ​grow​ ​such​ ​remote​ ​delivery​ ​operations.​ ​This​ ​experience​ ​was​ ​across​ ​all​ ​the​ ​domain​ ​areas​ ​mentioned

in​ ​the​ ​Figure​ ​1.​ ​Given​ ​the​ ​clients’​ ​readiness​ ​to​ ​accept​ ​remote​ ​service​ ​delivery,​ ​Fibra​ ​sees​ ​the​ ​potential​ ​to​ ​radically
change​ ​the​ ​consulting​ ​industry​ ​in​ ​a​ ​manner​ ​described​ ​in​ ​the​ ​subsequent​ ​sections.

THE​ ​PROBLEM

The​ ​consulting​ ​and​ ​technology​ ​services​ ​market​ ​faces​ ​four​ ​challenges​7​:
1.

Supplier​ ​Discovery​ ​by​ ​buyer:​ ​with​ ​the​ ​rise​ ​of​ ​new​ ​fields​ ​in​ ​consulting​ ​and​ ​technology,​8​ ​suppliers​ ​are

becoming​ ​more​ ​and​ ​more​ ​specialized​ ​and​ ​large​ ​firms​ ​are​ ​unable​ ​to​ ​remain​ ​cutting​ ​edge​ ​across​ ​all​ ​new
fields.​ ​The​ ​share​ ​of​ ​these​ ​small​ ​players​ ​is​ ​increasing​ ​at​ ​the​ ​rate​ ​of​ ​24-26%​ ​annually.​9

Clients​ ​see​ ​this​ ​trend​ ​and​ ​are​ ​demanding​ ​services​ ​from​ ​the​ ​best​ ​suppliers.​ ​But​ ​the​ ​best​ ​suppliers​ ​may​ ​be
2.

located​ ​in​ ​distant​ ​locations.​ ​As​ ​a​ ​result,​ ​buyers​ ​are​ ​unable​ ​to​ ​find​ ​the​ ​best​ ​suppliers.

Trust in supplier capabilities: Buyers prefer to work with known suppliers since they have had a
reasonable past experience with them and so there is a measure of trust that exists between the

3.

parties.​ ​This​ ​trust​ ​is​ ​missing​ ​when​ ​new​ ​service​ ​vendors​ ​are​ ​evaluated​ ​by​ ​the​ ​buyers.

Supplier​ ​idle​ ​capacity:​ ​service​ ​vendors​ ​often​ ​maintain​ ​a​ ​“bench”​ ​that​ ​represents​ ​idle​ ​capacity​ ​waiting​ ​for

the​ ​next​ ​project.​ ​These​ ​idle​ ​employees​ ​raise​ ​the​ ​cost​ ​of​ ​the​ ​supplier​ ​operations.​ ​This​ ​higher​ ​supplier​ ​cost
4.

results​ ​in​ ​higher​ ​prices​ ​for​ ​buyers.

Project​ ​Execution​ ​by​ ​supplier:​ ​service​ ​vendors​ ​may​ ​be​ ​good​ ​in​ ​their​ ​fields​ ​but​ ​often​ ​fall​ ​short​ ​on​ ​basic
project​ ​planning,​ ​reporting​ ​and​ ​execution​ ​skills.

As​ ​a​ ​result,​ ​inefficiencies​ ​and​ ​prices​ ​of​ ​services​ ​have​ ​risen​ ​without​ ​a​ ​commensurate​ ​increase​ ​in​ ​the​ ​quality​ ​or​ ​the

business​ ​impact.​ ​In​ ​the​ ​experience​ ​of​ ​Fibra​ ​Executives,​ ​there​ ​is​ ​a​ ​potential​ ​for​ ​20-30%​ ​value​ ​realization​ ​for​ ​buyers
through​ ​cost​ ​reduction​ ​and​ ​quality​ ​improvement.​ ​Similarly,​ ​there​ ​is​ ​significant​ ​value​ ​potential​ ​for​ ​good​ ​service
suppliers​ ​in​ ​being​ ​able​ ​to​ ​serve​ ​new​ ​buyers​ ​in​ ​distant​ ​locations.

THE​ ​OPPORTUNITY

There​ ​is​ ​a​ ​huge​ ​opportunity​ ​to​ ​connect​ ​service-buyers​ ​with​ ​vendors​ ​in​ ​remote​ ​locations,​ ​provide​ ​a​ ​means​ ​to​ ​the
clients​ ​to​ ​assess​ ​quality​ ​of​ ​the​ ​vendors,​ ​enable​ ​contracting​ ​and​ ​payments,​ ​and​ ​support​ ​project​ ​delivery​ ​through


sharing​ ​of​ ​tools​ ​and​ ​best​ ​practices.​10​ Given​
​our​ ​estimate​ ​of​ ​around​ ​20-30%​ ​potential​ ​value​ ​realization​ ​for​ ​clients

here,​ ​Fibra​ ​can​ ​charge​ ​a​ ​percentage​ ​of​ ​service​ ​contract​ ​fee​ ​to​ ​connect​ ​buyers​ ​and​ ​sellers​ ​and​ ​to​ ​enable​ ​payments
and​ ​support​ ​projects​ ​on​ ​its​ ​platform.

We​ ​believe​ ​that​ ​the​ ​opportunity​ ​in​ ​this​ ​market​ ​is​ ​between​ ​$10​ ​billion​ ​to​ ​$30​ ​billion.​ ​Since​ ​there​ ​appears​ ​to​ ​be​ ​no

globally​ ​dominant​ ​B2B​ ​services​ ​exchange​11​,​ ​Fibra​ ​would​ ​be​ ​well​ ​placed​ ​to​ ​capture​ ​a​ ​significant​ ​part​ ​of​ ​this​ ​value.

The​ ​Fibra​ ​Services​ ​Exchange​ ​Platform
THE​ ​SOLUTION​ ​STACK

The​ ​Fibra​ ​Exchange​ ​Platform​ ​(FxP)​ ​components​ ​are​ ​shown​ ​in​ ​the​ ​figure​ ​below.​ ​A​ ​patent​ ​application​ ​for​ ​the​ ​same
has​ ​been​ ​filed.​12

​ ​Modules​ ​of​ ​the​ ​Fibra​ ​Services​ ​Platform

Fibra​ ​Token​ ​(FBR):​ ​the​ ​currency​ ​of​ ​choice​ ​on​ ​the​ ​platform.​ ​Incentives​ ​and​ ​rewards​ ​would​ ​be​ ​provided​ ​for​ ​use​ ​of
FBR​ ​for​ ​all​ ​payments.​ ​FBR​ ​would​ ​also​ ​be​ ​bought​ ​and​ ​burnt​ ​in​ ​regular​ ​intervals​ ​using​ ​all​ ​the​ ​profits​ ​that​ ​Fibra
distributes.​ ​The​ ​token​ ​would​ ​also​ ​be​ ​listed​ ​on​ ​crypto-currency​ ​exchanges​ ​for​ ​trading.

Listings​ ​Engine:​ ​includes​ ​listings​ ​of​ ​vendor​ ​services,​ ​requests​ ​for​ ​quotations​ ​from​ ​buyers,​ ​classifications,​ ​searches
and​ ​prices​ ​for​ ​services.​ ​Machine​ ​learning​ ​algorithms​ ​running​ ​in​ ​the​ ​background​ ​power​ ​a​ ​recommendations​ ​engine
that​ ​is​ ​used​ ​to​ ​present​ ​services​ ​to​ ​buyers​ ​and​ ​requests​ ​for​ ​quotations​ ​to​ ​vendors​ ​(based​ ​on​ ​probability​ ​of
purchase).

RFQ​ ​Wizard:​ ​a​ ​software​ ​module​ ​that​ ​uses​ ​a​ ​graphical​ ​user​ ​interface​ ​to​ ​put​ ​together​ ​a​ ​Request​ ​for​ ​Quotation​ ​(RFQ).
This​ ​RFQ​ ​can​ ​then​ ​invite​ ​bids​ ​from​ ​prospective​ ​service​ ​vendors.

Payments​ ​Engine:​ ​software​ ​module​ ​that​ ​works​ ​as​ ​directed​ ​by​ ​smart​ ​contracts​ ​to​ ​receive​ ​money​ ​from​ ​buyers​ ​and
to​ ​pay​ ​the​ ​sellers.

Reverse​ ​Auction​ ​Platform:​ ​Buyers​ ​can​ ​run​ ​reverse​ ​auctions​ ​based​ ​on​ ​their​ ​published​ ​RFQs​ ​after​ ​inviting​ ​qualified
service​ ​suppliers.

Smart​ ​Contracts​ ​Engine:​ ​executes​ ​contracts​ ​based​ ​on​ ​parameters​ ​in​ ​a​ ​blockchain​ ​platform.​ ​This​ ​Blockchain

platform​ ​is​ ​part​ ​of​ ​the​ ​engine​ ​and​ ​is​ ​used​ ​to​ ​encode​ ​and​ ​store​ ​data​ ​related​ ​to​ ​the​ ​purchase​ ​contracts.​ ​The​ ​data​ ​is
not​ ​public​ ​but​ ​is​ ​available​ ​to​ ​view​ ​by​ ​the​ ​buyer​ ​and​ ​seller.

Project​ ​Management​ ​Office​ ​(PMO)​ ​Support​ ​Platform:​ ​Project​ ​Management​ ​tools,​ ​frameworks,​ ​templates,​ ​and​ ​best
practices​ ​(Fibra​ ​support​ ​for​ ​effective​ ​project​ ​delivery​ ​for​ ​services).​ ​This​ ​is​ ​a​ ​value-added​ ​service​ ​in​ ​the​ ​platform.

Buyer,​ ​Seller​ ​Vetting​ ​&​ ​Rating:​ ​Provisioning​ ​of​ ​vetting​ ​and​ ​rating​ ​of​ ​both​ ​buyers​ ​and​ ​suppliers​ ​to​ ​boost
confidence.

Document,​ ​Change-Request​ ​Management:​ ​holds​ ​electronic​ ​copies​ ​of​ ​service​ ​contracts​ ​agreed​ ​by​ ​buyers​ ​and

suppliers.​ ​These​ ​are​ ​in​ ​human-readable​ ​formats.​ ​The​ ​change​ ​management​ ​system​ ​provides​ ​a​ ​structured​ ​process​ ​to
the​ ​buyers​ ​and​ ​sellers​ ​to​ ​change​ ​these​ ​contracts​ ​with​ ​mutual​ ​consent.

SOLVING​ ​FOR​ ​THE​ ​KEY​ ​ISSUES
1.
2.

Discovery:​ ​The​ ​Listings​ ​Engine​ ​and​ ​the​ ​RFQ​ ​wizard​ ​help​ ​buyers​ ​and​ ​sellers​ ​find​ ​each​ ​other.

Trust:​ ​an​ ​unbiased​ ​rating​ ​system​ ​for​ ​both​ ​suppliers​ ​and​ ​buyers​ ​ensures​ ​that​ ​buyers​ ​and​ ​sellers​ ​have​ ​a

transparent​ ​history​ ​and​ ​raises​ ​the​ ​comfort​ ​level​ ​for​ ​buyers​ ​to​ ​buy​ ​from​ ​suppliers​ ​they​ ​have​ ​not​ ​worked
3.
4.

with​ ​in​ ​the​ ​past.

Idle​ ​Capacity:​ ​The​ ​Listings​ ​Engine​ ​offers​ ​the​ ​functionality​ ​of​ ​flash​ ​sales​ ​that​ ​can​ ​be​ ​used​ ​by​ ​suppliers​ ​to
deploy​ ​idle​ ​capacity​ ​and​ ​raise​ ​their​ ​revenue.

Execution:​ ​the​ ​PMO​ ​module​ ​provides​ ​project​ ​management​ ​tools​ ​and​ ​best​ ​practices​ ​for​ ​suppliers​ ​to
deploy​ ​and​ ​deliver​ ​projects.

THE​ ​EXCHANGE​ ​PROCESSES

The​ ​core​ ​process​ ​of​ ​purchase​ ​and​ ​service​ ​delivery​ ​is​ ​described​ ​below.

TARGET​ ​MARKETS
The​ ​target​ ​markets​ ​(buyers​ ​on​ ​the​ ​Fibra​ ​platform)​ ​comprise​ ​mid-sized​ ​and​ ​large​ ​firms​ ​globally.​ ​A​ ​focused

reach-out​ ​program​ ​to​ ​enlist​ ​clients​ ​on​ ​the​ ​platform​ ​would​ ​be​ ​launched​ ​after​ ​the​ ​ICO​ ​and​ ​would​ ​concentrate​ ​on​ ​the
following​ ​regions:
● USA
● UK​ ​+​ ​Europe​ ​(beyond​ ​UK)
● Asia​ (​ China​ ​+​ ​South-East​ ​Asia)
● Rest​ o
​ f​ ​the​ ​World:​ ​Canada,​ ​Australia,​ ​Africa
The​ ​above​ ​regions​ ​have​ ​been​ ​selected​ ​based​ ​on​ ​research​13​ ​and​ ​the​ ​experience​ ​of​ ​the​ ​executive​ ​team​ ​in​ ​market

penetration.​ ​The​ ​regions​ ​with​ ​bigger​ ​markets​ ​and​ ​higher​ ​propensity​ ​to​ ​purchase​ ​consulting​ ​services​ ​from​ ​remote
have​ ​been​ ​prioritized.

SOURCES​ ​OF​ ​REVENUE​ ​FROM​ ​THE​ ​PLATFORM

Typically,​ ​a​ ​premium​ ​of​ ​30-50%​ ​is​ ​paid​ ​by​ ​buyers​ ​in​ ​the​ ​Consulting​ ​and​ ​Technology​ ​markets​ ​to​ ​solve​ ​for​ ​problems
related​ ​to​ ​right-supplier​ ​discovery,​ ​trust,​ ​idle​ ​capacity​ ​of​ ​suppliers​ ​(which​ ​drives​ ​up​ ​supplier​ ​cost,​ ​and​ ​thus​ ​buyer


prices),​ ​and​ ​project​ ​execution​ ​challenges.​14​ Fibra​
​would​ ​charge​ ​between​ ​10-15%​ ​for​ ​the​ ​transactions​ ​conducted​ ​on

its​ ​platform​ ​–​ ​thereby​ ​sharing​ ​the​ ​remaining​ ​benefits​ ​with​ ​the​ ​buyers​ ​and​ ​suppliers.
The​ ​following​ ​sources​ ​would​ ​drive​ ​revenue​ ​for​ ​Fibra:
1.

Listings​ ​Engine:



Paid​ ​Adverts:​​ ​payments​ ​by​ ​suppliers​ ​for​ ​being​ ​listed​ ​on​ ​top​ ​of
keyword​ ​searches​ ​by​ ​buyers.

Early​ ​RFQ​ ​access​ ​fee:​​ ​non-certified​ ​suppliers​ ​would​ ​get

access​ ​to​ ​requests​ ​for​ ​quotations​ ​later​ ​than​ ​the​ ​certified

ones,​ ​unless​ ​they​ ​pay​ ​a​ ​fee.​ ​This​ ​is​ ​charged​ ​for​ ​each​ ​RFQ


Flash​ ​Sales:​​ ​these​ ​would​ ​be​ ​available​ ​to​ ​suppliers​ ​at​ ​a​ ​price
and​ ​would​ ​enable​ ​them​ ​to​ ​offer​ ​discounted​ ​services​ ​for

2.

selected​ ​periods​ ​to​ ​utilize​ ​their​ ​excess​ ​capacity.

Smart​ ​Contracts​ ​Engine:


Contract​ ​fee:​​ ​this​ ​would​ ​be​ ​a​ ​percentage​ ​of​ ​the​ ​contract​ ​value​ ​being​ ​executed.​ ​This​ ​fee​ ​is​ ​the
core​ ​exchange​ ​fee,​ ​charged​ ​to​ ​bring​ ​together​ ​buyers​ ​and​ ​sellers​ ​and​ ​provide​ ​them​ ​with​ ​a
platform​ ​to​ ​transact​ ​on.

3.

Payments​ ​Engine

4.

RFQ​ ​Wizard:




Transaction​ ​fee:​​ ​for​ ​executing​ ​the​ ​financial​ ​transactions​ ​related​ ​to​ ​payment​ ​to​ ​the​ ​supplier.
Template​ ​fee:​​ ​fee​ ​to​ ​use​ ​templates​ ​to​ ​source​ ​specialized​ ​services.​ ​Typically,​ ​these​ ​would​ ​be

used​ ​by​ ​buyers​ ​who​ ​have​ ​little​ ​experience​ ​in​ ​sourcing​ ​a​ ​new​ ​type​ ​of​ ​service.​ ​There​ ​would​ ​also
5.

be​ ​a​ ​general​ ​template​ ​that​ ​experienced​ ​buyers​ ​can​ ​populate​ ​themselves.

Reverse​ ​Auction​ ​Platform:


6.

Reverse​ ​auction​ ​fee​:​ ​would​ ​comprise​ ​a​ ​fixed​ ​fee​ ​plus​ ​a​ ​percentage​ ​of​ ​the​ ​closing​ ​auction
value​ ​of​ ​the​ ​sale.

PMO​ ​Service:



Buyer​ ​PMO​ ​support​ ​fee:​​ ​for​ ​supporting​ ​buyers​ ​in​ ​evaluation​ ​of​ ​complex​ ​RFQs​ ​and​ ​helping
them​ ​decide​ ​the​ ​supplier​ ​to​ ​select.

Supplier​ ​PMO​ ​support​ ​fee:​​ ​for​ ​providing​ ​project​ ​management​ ​tools,​ ​report​ ​templates,​ ​and

structured​ ​methods​ ​to​ ​suppliers.​ ​This​ ​would​ ​help​ ​the​ ​suppliers​ ​better​ ​manage​ ​their​ ​service

delivery​ ​and​ ​also​ ​generate​ ​confidence​ ​in​ ​the​ ​buyers.​ ​The​ ​buying​ ​process​ ​would​ ​have​ ​provisions

7.

for​ ​the​ ​buyers​ ​to​ ​insist​ ​that​ ​the​ ​supplier​ ​of​ ​their​ ​service​ ​use​ ​the​ ​supplier​ ​PMO.

Insurance​ ​fee:​​ ​would​ ​cover​ ​sellers​ ​from​ ​service​ ​delivery​ ​risks​ ​such​ ​as​ ​data​ ​breach.​ ​The
service​ ​would​ ​be​ ​provided​ ​in​ ​partnership​ ​with​ ​insurance​ ​firms.

Supplier​ ​Vetting​ ​and​ ​Ratings:
● Supplier​ ​certification​ ​fee:​​ ​This​ ​would​ ​be​ ​an​ ​annual​ ​subscription.​ ​Certification​ ​would​ ​provide
credentials​ ​to​ ​the​ ​suppliers​ ​and​ ​these​ ​suppliers​ ​would​ ​then​ ​be​ ​preferred​ ​by​ ​buyers.


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