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A Limited Liability Partnership (LLP) is a business structure that combines the flexibility of a partnership and the limited liability of a company. It was first introduced in USA in 1991then in the United Kingdom in 2000, following the Limited Liability Partnership Act of 2000.
Aug 13, 2021 · Limited Liability Partnership Act, 2008. A corporate business vehicle that enables professional expertise and entrepreneurial initiative to combine and operate in flexible, innovative and efficient manner, providing benefits of limited liability while allowing its members the flexibility for organizing their internal structure as a partnership ...
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Limited Liability Partnerships - The NewAge Business Vehicle. LLPs are rapidly emerging as an alternative to companies and partnership firms which have traditionally been used as forms of business entities. LLP is a hybrid form of business entity which combines the merits of a company and a partnership.
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LLP Partnership Definition LLP is a business form that offers the combined benefits of a partnership and a company A partnership is a form of business where two or more individuals agree to carry business and share profit loss mutually Governed by Limited Liability Partnership Act, 2008 Indian Partnership Act, 1932 Liability of Partners Limited ...
- Introduction
- Key challenges faced by organisations
- KPI.
- Strategic
- Tactical
- Operational
- Foreword
- Evolution of planning in rapidly changing business environment
- Partner
- Key aspects of business processes that lead to robust planning
- Financial trade-off analysis
- Three pillars of efective planning
- Management
- Accuracy
- Integrated business planning: An approach that businesses need today
- Partner and Head
- Execution & governance
- Product & portfolio strategy
- 4.1. Challenges in implementing integrated business planning
- Adherence to frozen period plan.
- Culture
- Flow
- Digitisation
- A right start
- Building blocks
- Change management
- Organogram
- 4.2. Six key dimensions for successful IBP delivery
- Data reporting
- Delivery model
- Technology
- 4.3.2. Mapping business environment
- Associate Director
- 4.3.3. Establishing the right decision criteria
- Supplier volume commitment
- 4.3.3. Establishing the right decision criteria
- Minimum gross quantity commitment for third party manufacturing
- 4.4 Change management in integrated business planning
- 4.4.1. Stages of Change
- 4.4.2. Cornerstones change management banks on for a successful integrated business planning deployment
- Cornerstones of successful change management
- Leadership
- Target customer of change
- 4.4.3. Tools, techniques for IBP change management journey
- Workshops
- Case studies, simulation games
- Classroom training
- Online/ofline tests
- Role-plays
- 4.4.4. Building a planning centre of excellence and role of change agents
- Benefits of Integrated business planning
- M&A
- In-organic
- Analysing alternatives with common facts and assumptions across the functions
- Integrated business planning emerging trends
- Partner
- 6.1 Leveraging existing and alternate technology
- 6.2 Focusing on exception-based planning
- 6.3 Supply chain planning as service
- 7. Our point of view
- Key benefits of implementing IBP at any organisations
- 6. Inventory planning in the organisation is carried out
- 7. Department strategies and organisational strategy are
- 8. For the planning team in the organisation
- 13. The current planning process can help in effective decision making
- The Content team:
Changing customer sentiments and increased competition from both local and global substitutes have forced organisations to up their game from traditional business practices in order to keep pace. Most organisations operate in siloes on two fronts - cost leadership which is primarily driven through cost optimisation and product differentiation, driv...
Market is saturated with multiple competitors and numerous products leading to high level of fragmentation. Demand of our product and services was affected by a change in government policy and onset of assembly elections. Organisation might miss bottom-line targets due to high leakages in value chain, this would lead to low bonus this year. There i...
2020 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Market is evolving in developing nations and it is dificult to determ...
Saturated market, multiple competitors and low market share products Rapidly evolving markets, challenging product/ service offerings Change in government regulations influencing demand Push vs pull philosophy
Low visibility on inventory impacting working capital targets Leakage in value chain impacting eficiency Lower asset turnover and large fluctuations on capacity utilisation Ownership overlaps causing conflicts
Market fluctuations impacting actual vs planned cost of operations The need to enable real-time traceability of goods across value chain Conflicts over modifications in production plan and dispatches While each line of business has varying requirements to address competition in the market, support functions such as procurement, logistics, etc. cut ...
Market expectations are dramatically changing with the advancements in technology and digitisation. Traditional ways of business have given way to the newer era of technology disruption and organisations are trying hard to keep close to the customer more than ever by taking a big leap from consumer centricity to consumer obsession. The new age oper...
In today’s age of digital and business model disruptions, organisations need to be agile in their planning and should adopt a scenario-based planning system that will enable them to incrementally plan, utilising the actual execution in a collaborative way.
Customers and Operations KPMG in India In a recent KPMG in India survey, it was established1, 59 per cent of the chief supply chain oficers ranked implementing effective planning as one of their top two challenges. CXOs find it dificult to implement an effective planning methodology in the organisation. Traditional business planning reinforces a li...
For India, providing seamless journey for consumers through a mix of digital and physical infrastructure will require the backing of a strong supply chain planning and execution. Harsha Razdan
any organisation to adapt to these disruptions, different functions such as IT, manufacturing, logistics, sales, etc. must work in tandem to identify the potential disruptors before they affect the current business processes and respond to them in pro-active manner. For instance, imagine a factory floor with no operators in sight, machines receivin...
For any business organisation to create an effective plan there are three most important aspects that need to be taken care of: uncertainty, responsiveness and accuracy. Scientific methods and advanced tools can enable planners to develop eficient and effective plans and help minimise the effect of uncertainty in the market. The advanced tools and ...
Simulate the effects of disruptions Build buffers into plans Explore trade-offs.
Increasing accuracy by capturing real time market information Incorporates sanity checks for data integrity.
Data led decision making is critical and integrated business planning supports strategic decisionmaking by providing a structured view of plan aligned across demand, sales, supply chain and finance. This helps to efficiently allocate capital based on data led prioritisation of the projects and initiatives in consideration.
Finance Transformation KPMG in India 9. KPMG in India survey: supply chain in India: A reality check Integrated business planning aligns strategic, tactical and operational planning with financial planning and analysis. This alignment helps create agility in the supply chain which can help increase responsiveness and re-organise business processes ...
Sales & operations plan execution Core working capital Operational cash flow Prime cost Reconciliation and Write-off Business
Product life cycle management (EOL) New product introduction
Change is often met with resistance and requires determination across the organisation to survive through a lean phase of project management. Critical challenges to bring about a change include: Availability of all relevant stakeholders to run the process effectively Assessing all assumptions to determine growth and any associated risks.
Challenges in Implementing Integrated business planning
Deep routed cultural issues and old school thoughts to adhere to conventional process
Un-structured business Interdependencies and information flow through building blocks
Lack of digitisation: IT system support and integration issues for data and information flow
Non – availability of right planning calendar basis production agility and sales distribution within month
Enablement of right building blocks as per business requirements
Insuficient change management and implementation strategy
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Abhinav Jain (Manager, Transformation) Gurudutt Deshpande (Associate Director, Transformation) Priya Tyagi (Consultant, Transformation) Rohit Saxena (Associate director, Transformation)
Governed by LLP Act 2008, The Act came into force for most of its part on 31/03/2009, followed by its rules on 01/04/2009 and the registration of first LLP on 02/04/2009. It came as a result of the recommendations made by several expert committees like Bhatt Committee of 1972, Naik Committee of 1992, Abid Hussain Committee of 1997, Gupta ...
one lakh rupees for the limited liability partnership and fifty thousand rupees for every partner of such limited liability partnership.”; (c) for sub-section (2), the following sub-sections shall be substituted, namely:— “(2) If the limited liability partnership contravenes the provision of
