Inputs to the business process: design, R&D, materials, manufacturing, labour
Facilities and resources (both operational and financial)
Image, marketing and distribution
Customer base, pricing strategy and payment terms
Whether goods and services are being delivered as efficiently as possible
Which processes in the business are adding value and which are not
The sensitivity of the business to management decisions and external events
The volatility of profitability in response to business performance and the financial climate (operational and financial gearing)
Which parts of the business need to be re-engineered to perform better
Ensuring the model is robust, reliable, flexible and secure
Ensuring models are accurate, with clear and understandable reports
Reviewing and testing any models developed in-house
Refining or restructuring any pre-existing models
Formulating an independent and objective opinion about the business
Helping to decide the nature and complexity of the model
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