kam assignment

8/8/2019 Kam Assignment

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ASSIGNMENT NO.- 1

ON

Sterlite TechnologiesIntegration and Managed Services

SUBMITTED BY:

Syndicate 5AMAL JEEVAN (09020541056)

NEHA ISAWE (09020541069)NEHAL NAGDEVE (09020541078)

PRASHANT KISLAYA (09020541081)

VAIBHAV SHARMA (09020541113)


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1. Introduction and Purpose The main purpose of this report is to provide-

Key account organizational structure

Format of key account plan Roles and responsibilities of kam

It also provides direction and a set of standardized policies and procedures to befollowed by the Sales & Marketing Department for carrying out the departmentalactivities in an efficient manner. It also provides an authority matrix and standardtemplates to be used for routine activities.

This document aims to cover the following sub-processes within the Sales & MarketingDepartment

1. Identification and Tracking of Opportunity2. Tender/RFP evaluation and preparation of bid3. Post bid activity4. Project handover to the Projects Team5. Receivables Managem ent

Sales & Marketing Team Structure :

An overview of the Sales & Marketing Departments structure is presented below.

Diagram no. -1

Key Account Organizational Structure

[whereVertical head is same as key account manager]


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FORMAT OF KEY ACCOUNT PLAN1. Identification and tracking of opportunitya) The Marketing Department shall maintain an Opportunity Database having details ofthe forthcoming or existing tender / RFPs that could be applied for, and the scheduledtimelines for bidding.b) Access to the Opportunity Database for updating new opportunities shall be availableto all the employees, while view rights shall be restricted to the Sales & MarketingDepartment and the respective Department Heads. Editing rights shall however, berestricted to the Sales & Marketing Head and the respective Key Account Managers .c) Any employee in knowledge of an opportunity shall update the same in the OpportunityDatabase.The following details should be filled in:- Name of the employee- Function/Department- Opportunity (Project Name if available)- Prospective Customer- Project Value (if available)- Timelines for bidding (if any)- Source of information (to be uploaded, if applicable)d) As and when a new opportunity is updated in the database, it shall get reflected in thekey account of the respective Key Account Managers, who shall undertake the first levelfiltering of the same

- In case of opportunities for which tenders/RFPs are yet to be floated, the concernedKey Account Manager shall keep a track of the same and shall update the opportunitydatabase as and when confirmed details are available.Till confirmation of the opportunity,it shall remain as an open item in Key Account Managers key account .

- In case of other opportunities, for which tenders/RFP have been floated, Key AccountManager shall short list the projects falling within Companys defined verticals and projectsnot in scope shall be ignored .e) Opportunities shortlisted by the Key Account Manager s shall immediately get reflected

in the key account of Sales & Marketing Head and the Pre-Sales Head. Key AccountManagers shall also, on a weekly basis, forward the Weekly Opportunity Report, (Format

A) giving details of short listed tender/RFPs, to the Sales & Marketing Head and Pre-SalesHead for perusal .f) The Sales & Marketing Head and Pre-Sales Head shall accept or decline theopportunity, for further evaluation, giving specific reasons, for the same. Viewpoint of theSales & Marketing Head and Pre-Sales Head, regarding the acceptance or rejection of anopportunity shall get reflected in the key accounts of respective Department Heads(Business Head, Finance Head, Operations Head and Commercial Head) for givingrecommendations, if any.g) Final decision for commencing the evaluation of a tender/RFP shall lie with the Sales &Marketing Head. It shall be ensured that the suggestions posted by the Department Headsare taken into consideration .h) The decisions taken and basis for the same shall be reported to the Business Head on aweekly basis.i) Pre-Sales Head shall maintain a Tender/RFP Tracking Sheet defining the timelines forinitiating and completing the evaluation of the short listed tenders/RFP . The same shallinclude timelines for undertaking the following activities:- Risk assessment of tender / RFP terms and conditions- Preparation of Mitigation plans- Negotiations with OEMs and third party vendors


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- Participation in Clarification Rounds- Preparation of bidsj) Pre-Sales Head shall ensure that the Tender/RFP Tracking Sheet is forwarded to theOperations Head, Sales & Marketing Head, Key Account Manager, Finance Head andCommercial Head on timely basis, for commencing the Tender/RFP evaluation.k) A Monthly Bid Report shall be generated by the Sales & Marketing team detailing the

additions to Opportunity Database, tender/ RFPs reviewed, tender/RFPs short listed.2. Tender / RFP evaluation and preparation of BIDT e nd e r/RFP e v alu a tiona) Pre-Sales Head in consultation with the Key Account Manager shall identify a BidEvaluation/ Preparation Team for a particular Tender/RFP and define responsibilities foreach of them. Authorised personnel from the Sales & Marketing Department shall bedesignated as the Bid Manager and shall work in alliance with the Pre-Sales Team.b) Designated personnel from the Finance Department, Pre-Sales Department andCommercial Department shall be responsible for identifying and documenting the riskspertaining to their domain and as apparent from the Terms and conditions of theTender/RFP .c) All the risks identified shall be documented in the Tender Risk Register, (Format E) to

be maintained by each department .Tender Risk Register shall also include the suggestivemitigation plans, corresponding to the risks identified .d) Authorized personnel from the Pre-Sales team shall collate and consolidate the TenderRisk Registers of all the departments . Consolidated Tender Risk Register (Format E) shallbe placed before the Sales & Marketing Head, Operations Head, Key Account Manager,Commercial Head and Finance Head for perusal.e) It shall be ensured that risk analysis has been carried out for all the tender/RFP termswhich involve any obligation/liability for the company . Further, the mitigation plansfinalized may involve acceptance of the risks, passing it to the technology partner or othervendors through a signed contract or entering into insurance contract etc.f) Consolidated Tender Risk Register shall be forwarded to authorized personnel in theFinance Department for detailed cost analysis required during the bid preparation time.g) Sales & Marketing Head, in consultation with the respective Key Account Manager shallauthorize personnel from the Sales & Marketing Department, to participate in theClarification Rounds undertaken by the prospective customer during the Bid Analysis time.Doubts or ambiguities in any clause of the tender / RFPs, shall be clarified from theprospective customer within the defined timelines .h) Authorized personnel from the Pre-Sales Team shall collate the queries from all thedepartments, and forward the same to the person authorized to participate in theclarification round. Further, risks identified by all the departments and thecorresponding mitigation plans should be communicat ed to him, to ensure that themitigating plans are put into practice and the effect of risks is reduced to minimum.i) Explanations and responses received from the prospective customer should beadequately compiled, documented, maintained and circulated to the Bid PreparationTeam.

j) Selection of OEM for a particular project shall be approved by a consensus of theSales & Marketing Head and Pre-Sales Head. Reasons for selecting a particulartechnology partner over the other shall be documented .k) Authorized personnel from the Commercial Department shall be responsible forundertaking negotiations and finalizing the contractual terms and conditions with theOEMs/Technology Partners.l) MOU to be entered with the prospective technology partner shall be drafted by

designated personnel from the Commercial Department . It should be ensured that all


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the possible risks identified by the departments, during the tender / RFP evaluationprocesses are covered.m) Before finalization, MOU shall be vetted by the legal department and in case of

disagreement with any terms and conditions, revised terms/probable resolutionsshould be put before the Technology Partner for finalization .n) No Bid shall be finalized before signing the Memorandum of understanding with the

selectedTechnology Partner .o) Pre-Sales Head shall on a weekly basis forward the Weekly Progress Report

(Format C) to the Sales & Marketing Head giving details of the developments in theevaluation of a particular Tender/RFP.p) The Pre-Sales Head shall collate all the costs, risks and benefits identified duringthe tender/RFP evaluation and put them before the Business Head, Sales & MarketingHead, Operations Head, Finance Head and Commercial Head for final consensus .

Preparation o f Bidr) Guidelines for bid preparation prescribed in the Tender document should beadhered to.s) Responsibility for preparation of Bid shall be with the Pre-Sales Team who shall ensure

that all the costs, risks and benefits as identified during the tender/RFP evaluation, arefactored into while preparation of the final bid.t) After the preparation of bid, Pre-Sales Head shall ensure that all the requisitedocumentation required for bid submission is complete and all the requisite annexure andsupporting documents as specified in the Tender/RFP have been attached.u) All bids prepared shall be approved and authorized by the Sales & Marketing Head, Pre-Sales Head, Finance Head, Operations Head and the Business Head before submission.Pre- Sales Head shall ensure that in absence of either of the above, and having regard tothe exigency for submission, approval should be taken through mail, or through phone, tobe ratified at a later stage.v) Before submitting, the bid shall be sealed with Lac using Sterlite stamp. The stampshall be kept under lock and key, in the custody of Sales & Marketing Head only.

3. Post Bid Activitya) Authorised personnel from the Sales & Marketing Department shall attend clientmeetings for any clarifications or negotiations required .b) Any technical clarifications from client end shall be referred to the Pre-Sales teamimmediately and reverted back to the client on timely basis.

In case of winning the bidc) On being declared as L1, Key Account Manager shall make sure that all the post bidrequirements related to submission of Bank Guarantee and security etc. as per therequirements of tender are complied with.d) Due diligence should be effectively carried out regarding the activities to be

undertaken and the corresponding cost details, required to be incorporated in the APO.Key Account Manager shall ensure that the same is signed off by the Sales & MarketingHead, Finance Head, Pre-Sales Head and the Commercial Head.e) Authorized personnel from the Sales and Marketing Department shall be responsible forparticipating in the clarification rounds held by the customer after winning the bid andbefore raising the APO, to minimize the deviations between the requirements of the tenderand related bid submitted thereto.f) APO received should be duly examined and detailed Contract Review should beundertaken by the Steering Committee, comprising of Finance Head, Sales & Marketing


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Head, Pre-Sales Head and Commercial Head. The risks and benefits of going ahead withthe project should be identified and final analysis duly signed off by all the SteeringCommittee members, should be put before the Business Head for approval .g) It shall be ensured that the timelines specified in the tender for resolving theclarifications required in the APO, acceptance of APO and further signing of PO arecomplied with.

h) Authorized personnel from the Sales & Marketing Department shall ensure that theSales Order is raised in the system on timely basis.i) Responsibility for finalizing the contract with Technology Partners shall lie with theSales & Marketing Department, in consensus with the Commercial Department . Thirdparty vendors, ifany, shall be shortlisted and finalized by the Commercial Department . Anychange in the terms and conditions of the MOU shall require approval from the originalapprovers .j) A Bank Guarantee Tracking Sheet (Format H), giving details of the bank guaranteesrequired to be issued and the guarantees already submitted, under a particular project,shall be maintained by the authorized personnel from the Sales & Marketing Department .

The same shall be reconciled with the records of the Finance Department on a monthlybasis and discrepancies if any, should be reported to the Sales & Marketing Head.

In case of no t w innin g the bidk) In the event of not winning the bid, Key Account Manager shall ensure that the securitydeposit to be recovered is collected from the customer within the stipulated time specifiedin the tender/RFP.l) Analysis of the reasons for loss shall be done and documented by the concerned KeyAccount Manager and put before the Sales & Marketing Head for perusal.m) Monthly Bid Report (Format D) to be put before the Business Head, (as specified in 1(k)above) shall, apart from the projects short listed, also give details of the projects applied forbut lost,along with reasons for the same.

4. Project Handover to the Projects Teama) On completion of the post bid activity and after raising the Sales Order, Sales &Marketing Department shall handover the project to the Operations Head for its execution.b) It should be ensured that all the requisite documents related to the Project areforwarded to the Operations Head and a sign off is taken against the same. Thedocuments would include:- Copy of tender- Detailed Scope of work- Copy of agreements with the Technology Partners and third party vendors- Risks identified during the pre-bid stage and corresponding mitigation plans- Clarifications, notices, and other communications with the customerc) Operations Head shall give a sign off regarding the receipt of documents over theProject Handover Sheet.

5. Receivables Managementa) All collections shall be undertaken as per the Payment terms and other terms andconditions specified in the tender/RFP.b) Responsibility for ensuring timely recovery of amount due under a project shall lie withthe authorized personnel from the Sales & Marketing Department in co-ordination with theCollections Team.


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c) Any non compliance or delay in collection from the scheduled contractual timelinesshall be reported to the Sales & Marketing Head and reasons for the same should bedocumented in the Monthly Collection Report

2. Tender/RFP evaluation and preparation of BidProcess SummaryThis sub process highlights the activities required to analyze the feasibility of bidding for atender.It involves analyzing the Companys eligibility, scope of work and risk analysis of the termsandconditions specified in the tender.This sub process further involves the activities of identifying and selecting the technologypartnerand third party suppliers . Once the technology partner is finalized, a Memorandum ofUnderstanding is signed with it.A bid is prepared considering the lowest benchmark price obtained through marketintelligenceand the same, duly authorized by Sales & Marketing Head, Operations Head and BusinessHeadis submitted to the customer on the specified date .Detailed sequence of activities is given below:

Sr.No.

Activity ResponsibilityDocumentGenerated

1. On receiving approval for undertakingtenderevaluation, Tender document shall bepurchased/ downloaded, from thedesignated

AssociateManager, Sales &Marketing


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location/site at the specified time.

2. Copy of tender shall be forwarded to theFinance Department, CommercialDepartmentand Pre-Sales Department.

Key AccountManager

3. Scope of Work (SOW) shall be preparedand theroles and responsibilities of each partyshall bedefined. SOW shall be forwarded to thePre-Sales Head for approval

Deputy Manager,Pre-SalesDepartment

Scope of Work

4. Authorized personnel from the FinanceDepartment, Commercial Departmentand thePre-Sales Department shall analyse andevaluatethe applicable terms and conditions anddocument the apparent risks andcorrespondingmitigation plans in the Tender RiskRegister

FinanceManager;Deputy Manager,Commercial;Deputy Manager,Pre-Sales

5. The Tender Risk Register shall beforwarded tothe authorized personnel in the Pre-SalesDepartment


Tender RiskRegister

6. Pre-Sales Department shall collate andconsolidate the risks and observations ofall thedepartments in the Consolidated TenderRiskRegister.


7. The Consolidated Tender Risk Registershall beput before the respective Key AccountManager, Sales &Marketing Head, Operations Head,Commercial

Head and the Finance Head to analysethepossible mitigating controls


Sr.No.

Activity Responsibility DocumentGenerated

8. Risk Mitigation plan shall be finalized bytherespective Department Heads and the

Key AccountManager;Deputy Manager,

RiskMitigation


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statusshall be updated in the Consolidated

TenderRisk Register

Pre-Sales;Finance Manager

Plan

9. Consolidated Tender Risk Register shallbe

forwarded to the authorized personnel inFinance Department on timely basis

Deputy Manager,Pre-Sales

10. Authorised personnel from the Pre-SalesTeamshall collate the queries from all thedepartmentsand forward the same to the personauthorizedto participate in the clarification round.

Therisks identified and the correspondingmitigationplans shall also be forwarded.


11. Explanations and responses receivedfrom theprospective customer should beadequatelycompiled, documented, maintained andcirculated to the Bid Preparation Team.

Bid PreparationTeam

12. Pre-Sales Team in consensus with theVerticalHead shall identify and solicit proposalsfromthe available OEMs / Technology Partnersforthe required technology/product.

Deputy Manager,Pre-SalesDepartment;DeputyManager, Sales &Marketing

13. Comparatives shall be made for thetechnicaland commercial specifications of each

Technology Partner.


14. Proposals of the OEM/Technologypartnersand the corresponding comparativesshall be putbefore the concerned Key Account

Manager, Pre-SalesHead and Commercial Head for perusal.


TechnoCommercialcomparativesofOEMs/Techn

ology Partners

15. Negotiations, if required, shall beundertakenwith the shortlisted technology partnersin orderto get the best quote.

Deputy Manager,Commercial

16. Best suited Technology Partner in termsof cost,



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stipulateddate and time at the designated place.

Manager

3. Post Bid ActivityProcess Summary

This sub process details the process narratives for activities subsequent to the submissionof bid.Major activities include participating in the clarification rounds undertaken by customer,receivingand acceptance of the APO and PO, contract review of the project proposed to beundertaken,signing of the contract with Technology Partner and Third Party vendors.

Detailed sequence of activities is given below:

Sr.No.


1. After bid submission, designatedpersonnel from theSales & Marketing Department shallattend clientmeetings for making presentations, or forresolvingany clarifications or negotiations requiredby thecustomer.

Key AccountManager

2. Technical clarifications, if any, from clientend shall be

referred to the Pre-Sales teamimmediately

Key AccountManager

3. Response from the Pre-Sales Team shallbecommunicated to the client on animmediate basis

Key AccountManager

4. Authorized personnel from the Sales &marketingDepartment shall be present at the timeof opening of

the bid. On receiving informationregarding winningor loosing of the bid, same shall becommunicated toother departments.

Key AccountManager

5. Details regarding the requirement forissue of BankGuarantee, as specified in the tender

Key AccountManager


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shall becommunicated to the FinanceDepartment, to ensuretimely submission of BG(Timelines specified in the tender to beadhered to)

6. Internal workings regarding the activitiesandcorresponding cost details required to beincorporatedin the APO should be formulated by theauthorisedpersonnel from the Finance, Pre-SalesandCommercial Department.

Key AccountManager

7. Key Account Manager shall ensure thatthe same is signed offby the Sales & Marketing Head, FinanceHead, Pre-Sales Head and the Commercial Head.

Key AccountManager

8. APO (PO in case of private parties)received from thecustomer shall be forwarded to theFinanceDepartment and Commercial Department

Key AccountManager

9. APO/PO, whichever applicable, shall becrosschecked by the Commercial Departmentand FinanceDepartment for presence of anydiscrepancies vis-visthe tender.

Deputy Manager,CommercialDepartment;Finance Manager

10. APO received should be duly examinedand detailedContract Review should be undertaken bytheSteering Committee.

Key AccountManager

11. Discrepancies if any, in the APO/PO vis--vis the

tender shall be intimated to theconcerned VerticalHead

Deputy Manager,Commercial

Department;Finance Manager

12. Differences in the APO/PO shall beresolved withthe customer.(As per the timelines specified in thetender)

Key AccountManager


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13. Final analysis of the Contract Review dulysigned offby all the Steering Committee members,should be putbefore the Business Head for approval.

Sales &MarketingHead

14. Key Account Manager in consensus with

the Deputy ManagerCommercial shall finalize and sign theContract with

Technology Partner and anymodifications required inthe MOU shall be incorporated afterrequisiteapprovals.

Key Account

Manager;Deputy Manager,Commercial

Contract with

TechnologyPartner

15. In case of the requirement of selecting athird partyvendor, Commercial department shallfinalize avendor and formulate the contract.For the process of selecting third partyvendors, referProcurement SOP

Deputy Manager,CommercialDepartment

Contract withthird partyvendo

16. Final PO shall be received and forwardedto theFinance Department and CommercialDepartment.

Key AccountManager

17. Authorized personnel shall maintain aBankGuarantee Tracking Sheet (Format H) ona monthlybasis, and update the same with thebank guaranteesrequired to be issued and the guaranteesalreadysubmitted, under a particular project.

Deputy Manager,Sales &Marketing

18. Authorized personnel shall obtain thedetails of BankGuarantees submitted during a monthfrom theFinance Department, and reconcile the

same with hisrecords.


19. Discrepancies in the reconciliation shallbedocumented in the Bank Guarantee

Tracking Sheetand put before the Sales & MarketingHead withreasons for variance.



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20. In case of not winning the bid, authorizedpersonnelfrom the Sales & Marketing Departmentshall recoverthe refundable security deposit from thecustomer on

a timely basis.(On receiving intimation regarding notwinning the bid)


22. Analysis of the reasons for loss shall bedone anddocumented in the Monthly Bid Report bytheconcerned Key Account Manager

Key AccountManager

Monthly BidReport

23. Monthly Bid Report shall be reviewed andauthorizedby the Sales & Marketing Head and thePre-SalesHead.(By 6th of the subsequent month)

Sales &MarketingHead;Pre-Sales Head

24. Authorized report shall be forwarded tothe BusinessHead.(By 7th of the subsequent month)

Sales &MarketingHead

4. Project Handover to Projects Team

Process Summary This sub process highlights the activities required to be undertaken to formally handoverthe core

project activities to the Projects Department for execution. It involves taking a sign off fromtheProjects Head regarding the completion of Post Bid activities by the Marketing Departmentandfinalization of the scope and responsibilities of the Projects Department .Detailed sequence of activities is given below:

Sr.No.


1. Authorized personnel from the Sales &MarketingDepartment shall prepare the ProjectHandover Sheetdetailing the documents required to beforwarded tothe Projects Department.(Immediately after raising the SalesOrder)


2. The Project Handover Sheet shall bediscussed with

Deputy Manager,Sales &


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the Key Account Manager and anymodifications suggestedshall be incorporated.

Marketing

3. Key Account Manager shall forward theProject HandoverSheet to the Sales & Marketing Head for

approval andany modifications suggested shall beincorporated

Key AccountManager

4. Forward Project Handover Sheet alongwith therequisite documents to the OperationsHead forconsensus.(Within 4 days of raising the Sales Order)

Key AccountManager

5. Requirements of the ProjectsDepartment, if any, shallbe discussed and revised handover sheetshall beprepared and forwarded to theOperations Head

Key AccountManager

ROLES AND RESPONSIBILITIES OF KAM

5. Receivables Management

Process Summary This sub process defines the roles and responsibilities for tracking the overdue paymentsand theprocedure for recovering the same. It ensures that the invoices related to projects are

raised andsent to customer as soon as the project milestone is completed. Responsibility of the Sales&Marketing Department shall be to undertake negotiations and follow ups with thecustomer, on aregular basis, thereby ensuring speedy and timely recovery of amounts due.Detailed sequence of activities is given below:

Sr.No.


1. Concerned personnel from the Sales &

MarketingDepartment shall receive intimationregarding thecompletion of a project milestone, for aparticularproject, from the Projects Team.

Key Account

Manager

2. Authorized personnel from the Sales &Marketing

Team shall assist the concerned

AssociateManager,Sales &

Invoice,Acceptancecertificate,


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personnel from theFinance Department for collatingrequisitedocuments, forms and for preparation ofinvoice.

Marketing Testcertificatesetc. as pertherequirementsof

tender3. Authorized personnel shall undertake the

necessaryfollow-ups with the customer in co-ordination withthe Collections Team

Key AccountManager

4. Any delay in collection from thescheduledcontractual timelines shall be reported tothe Sales& Marketing Head through the MonthlyCollectionReport, recoding the reasons for thesame.

Key AccountManager

5. Suggestions of the Sales & MarketingHead shall beput into practice.

Key AccountManager

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