{
  "docId": "019dd923-5ca1-7489-b634-e5735b54e9cc",
  "docSlug": "0798c0fb1aaf0664",
  "documentTitle": "Budgetanalyse af Forsvaret 2017 Materialesamling Del 2",
  "authorId": "BCG",
  "authorName": "BCG",
  "documentKindSlug": "consulting-deck",
  "documentKindLabel": "Consulting deck",
  "sourceTypeSlug": "strategy_consulting",
  "sourceTypeLabel": "Strategy consulting",
  "presentationDate": null,
  "orientation": "landscape",
  "aspectRatio": 1.445,
  "pageNumber": 389,
  "pageCount": 482,
  "prevPage": 388,
  "nextPage": 390,
  "slideType": "impact_sizing",
  "function": "quantify_impact",
  "density": "dense",
  "nDataPoints": 25,
  "notes": "The chart uses a waterfall structure to show how individual maintenance categories aggregate to a total, then compares this to an insourcing scenario.",
  "elementsJson": [
    "headline_text",
    "bullet_list",
    "waterfall_chart",
    "callout_box"
  ],
  "metadataConfidence": 1,
  "imagePath": null,
  "slideHref": "/slides/019dd923-5ca1-7489-b634-e5735b54e9cc/389",
  "deckHref": "/decks/019dd923-5ca1-7489-b634-e5735b54e9cc",
  "deckJsonHref": "/decks/019dd923-5ca1-7489-b634-e5735b54e9cc.json",
  "deckAnchorHref": "/decks/019dd923-5ca1-7489-b634-e5735b54e9cc#slide-389",
  "components": [
    {
      "bbox": {
        "h": 0.1,
        "w": 0.2,
        "x": 0.75,
        "y": 0.05
      },
      "kind": "callout",
      "text": "Perspektiver udover medregnet provenu",
      "attrs": null,
      "subkind": "primary",
      "toolName": null,
      "toolSlug": null,
      "confidence": null,
      "componentId": "8020587e-1777-4e01-b04b-66849bf95dd9",
      "frameworkName": null,
      "frameworkSlug": null
    },
    {
      "bbox": {
        "h": 0.15,
        "w": 0.25,
        "x": 0.1,
        "y": 0.35
      },
      "kind": "callout",
      "text": "Potentialet kræver insourcing af 3-5% af baseline",
      "attrs": null,
      "subkind": "primary",
      "toolName": null,
      "toolSlug": null,
      "confidence": null,
      "componentId": "adb12e84-2768-4dad-936c-feb3d61b7b9e",
      "frameworkName": null,
      "frameworkSlug": null
    },
    {
      "bbox": {
        "h": 0.6,
        "w": 0.9,
        "x": 0.05,
        "y": 0.3
      },
      "kind": "chart",
      "text": "Waterfall chart showing maintenance categories and total impact",
      "attrs": null,
      "subkind": "waterfall",
      "toolName": null,
      "toolSlug": null,
      "confidence": null,
      "componentId": "6c0ddc7d-c19d-4bbd-8772-61491f00fa90",
      "frameworkName": null,
      "frameworkSlug": null
    },
    {
      "bbox": null,
      "kind": "metric",
      "text": "Potential savings (DKK): 60-92 mio. kr.",
      "attrs": null,
      "subkind": "primary",
      "toolName": "Quantification",
      "toolSlug": "quantification",
      "confidence": null,
      "componentId": "019dd951-a678-74db-8187-2feb31c6f08a",
      "frameworkName": null,
      "frameworkSlug": null
    },
    {
      "bbox": {
        "h": 0.1,
        "w": 0.85,
        "x": 0.05,
        "y": 0.15
      },
      "kind": "paragraph",
      "text": "De frigjorte timer kan realiseres enten ved afskedigelser eller ved at begrænse forbruget på ekstern vedligeholdelse gennem insourcing. Analysen 'Optimering af vedligeholdelseskapacitet' har påvist at sidstnævnte giver det største provenu ved at sammenligne interne med eksterne timepriser. I 2015 lød forbruget for eksternt vedligehold på ~1,9 mia. kr. – en stigning på ca. 44% fra året før. Realisering af potentialet på 60-92 mio. kr. vil kræve at 3-5% af opgavemængden kan insources",
      "attrs": null,
      "subkind": "paragraph",
      "toolName": null,
      "toolSlug": null,
      "confidence": null,
      "componentId": "507481c9-a6ab-4ce5-8cda-73a93f584235",
      "frameworkName": null,
      "frameworkSlug": null
    },
    {
      "bbox": {
        "h": 0.1,
        "w": 0.8,
        "x": 0.05,
        "y": 0.05
      },
      "kind": "title",
      "text": "Frigjorte timer svarer til at insource ca. 3-5% af samlet baseline for eksternt vedligehold i 2015",
      "attrs": null,
      "subkind": "headline",
      "toolName": null,
      "toolSlug": null,
      "confidence": null,
      "componentId": "f89160df-4b4b-47c1-8b4c-ecd31f1865a2",
      "frameworkName": null,
      "frameworkSlug": null
    }
  ],
  "metrics": [
    {
      "metricRaw": "Potential savings (DKK)",
      "numberRaw": "60-92 mio. kr.",
      "numberKind": "plain",
      "actionTitle": "Frigjorte timer svarer til at insource ca. 3-5% af samlet baseline for eksternt vedligehold i 2015",
      "calloutText": "Potentialet kræver insourcing af 3-5% af baseline",
      "numberScale": "m",
      "numberValue": -92,
      "metricFamily": "cost_savings",
      "numberCurrency": null
    }
  ],
  "tools": [],
  "frameworks": [
    {
      "name": "waterfall-chart",
      "slug": null,
      "matchId": "aa044c16-f2b0-4b0f-ae64-0e571a44e64f",
      "evidence": "Visual representation of cumulative impact",
      "confidence": 1
    }
  ],
  "arcBeats": [
    {
      "to": 420,
      "from": 322,
      "beatId": "019dd95a-0702-74a3-87da-2a66536a5837",
      "arcName": "The Consultant's Gambit",
      "arcSlug": "consultants-gambit",
      "beatName": "Evidence & Proof",
      "beatSlug": "consultants-gambit-evidence-proof",
      "evidence": "Admin fællesskaber + nyordning af logistik + insourcing benchmarks and business cases.",
      "position": 4,
      "confidence": 92,
      "parentBeatName": "Evidence",
      "parentBeatSlug": "evidence"
    },
    {
      "to": 482,
      "from": 366,
      "beatId": "019dd95a-0702-74a3-87da-3ad263fdddff",
      "arcName": "The Triple Take",
      "arcSlug": "triple-take",
      "beatName": "The Action (Now What)",
      "beatSlug": "triple-take-the-action-now-what",
      "evidence": "Logistic nyordning, kortlægning, skalering and realiserbarhed methodology.",
      "position": 3,
      "confidence": 70,
      "parentBeatName": "Resolution",
      "parentBeatSlug": "resolution"
    }
  ],
  "loops": [
    {
      "to": 420,
      "from": 367,
      "name": "Before After",
      "slug": "21-before-after",
      "bestFor": "Product demos, process improvements, ROI justification",
      "matchId": "019dd95a-088b-72c8-b7e2-713edc37f29d",
      "evidence": "Current fragmenteret VFK -> enstrenget logistikstruktur -> 35-60 mio. kr. potentiale + business cases.",
      "position": 12,
      "objective": "Compare current logistics structure to enstrenget LOGTJ nyordning",
      "structure": "The Old Way (Pain) -> The Moment of Change -> The New Way (Glory) -> The Measurable Delta",
      "confidence": 84,
      "description": "Show the dramatic contrast between the old way and the new way through side-by-side comparison"
    }
  ],
  "imagePathAlt": null,
  "thumbSrc": null,
  "thumbSrcAlt": null,
  "locked": true
}