{"id":2600,"date":"2019-05-22T18:05:09","date_gmt":"2019-05-22T08:05:09","guid":{"rendered":"https:\/\/comprara.com.au\/procurement-glossary\/value-adds\/"},"modified":"2020-07-17T04:57:21","modified_gmt":"2020-07-17T04:57:21","slug":"value-adds","status":"publish","type":"glossary","link":"https:\/\/www.comprara.com.au\/procurement-glossary\/value-adds\/","title":{"rendered":"Value Adds"},"content":{"rendered":"<p><a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Value&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;Value is an umbrella term, describing the range of benefits or utility derived, either by the user, a stakeholder, the supplier or the buyer.  Procurement practitioners have typically used three broad areas to measure value.  The first is cash-releasing benefits, which broadly equate to &#x2018;savings&#x2019;.  The second is value released through the procurement process that does not translate into bankable savings, (&#x2018;hard dollars&#x2019;), in the budgets of buying organisations.  This is known as cost avoidance.  Third, the procurement process may release value through reducing risk, reducing cycle time, affording the buying organisation competitive advantage or other &#x2018;value adds&#x2019;.  These definitions reflect the fact that it is often easier to describe value than to measure it and the challenge of the procurement process is to bring to light what represents value for each category and ensure that the solution selected represents best value.  See also Value Added. &amp;lt;br\/&amp;gt;&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/value\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>Value<\/a>-adds address all those other <a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Benefits&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;Benefits are positive outcomes from the procurement process apart from financial savings.  There is some consensus about categorising different types of savings, such as cash-releasing savings and cost avoidance, but there is little agreement on defining or measuring other positive outcomes from procurement.  Examples of benefits other than financial savings include reduction in risk, reduced time to market and preferential access to supply.  See also Savings and Value Adds.&amp;lt;br\/&amp;gt;&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/benefits\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>benefits<\/a> that may not be cash releasing but represent a business benefit, for example improved <a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Value&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;Value is an umbrella term, describing the range of benefits or utility derived, either by the user, a stakeholder, the supplier or the buyer.  Procurement practitioners have typically used three broad areas to measure value.  The first is cash-releasing benefits, which broadly equate to &#x2018;savings&#x2019;.  The second is value released through the procurement process that does not translate into bankable savings, (&#x2018;hard dollars&#x2019;), in the budgets of buying organisations.  This is known as cost avoidance.  Third, the procurement process may release value through reducing risk, reducing cycle time, affording the buying organisation competitive advantage or other &#x2018;value adds&#x2019;.  These definitions reflect the fact that it is often easier to describe value than to measure it and the challenge of the procurement process is to bring to light what represents value for each category and ensure that the solution selected represents best value.  See also Value Added. &amp;lt;br\/&amp;gt;&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/value\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>value<\/a> from <a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Quality&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;Quality is defined within the relevant standard ISO 9000 as &#x2018;the degree to which a set of inherent characteristics fulfils requirements&#x2019;.  Requirements in this case are needs or expectations, and refer to the ability of a product or service to satisfy the customer&#x2019;s needs.  Quality is rarely an absolute standard and can only be measured against a customer&#x2019;s needs or reasonable expectations.  In procurement, quality is always a key factor in decision-making and is often the single most important factor; if the solution chosen is not fit for the intended purpose, why would you select it?  There are also legal obligations on suppliers to supply goods of acceptable quality.  This implies that goods need to reach a basic level of quality given the price of the goods and any description that is provided with the goods.  The goods need to be fit for all the purposes for which the goods are commonly supplied, acceptable in appearance and finish, safe, durable and free from defects and faults.Services must be carried out with due skill and care and any materials provided as part of the service must also be fit for the purpose.While the legislation is targeted at consumer transactions, it is important in business-to-business procurement that buyers make sure potential suppliers are aware of the purposes for which the purchase is required.  This is why output specifications such as performance or functional specifications, are often preferred to input specifications, as output specifications define what the solution should be able to do.  See also Quality, Acceptable, Six Sigma and Specification. &amp;lt;br\/&amp;gt;&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/quality\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>quality<\/a>, service or <a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Delivery&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;The process of delivering goods or services.  Supply chain management is concerned with the flow of materials and services, including delivery to the ultimate customer, as well as the associated flows of money and information.  The &#x2018;last kilometre&#x2019; is often seen as a key challenge, as delivery to a dispersed customer base is a greater challenge than delivery to points or nodes in the supply chain such as warehouses.&amp;lt;br\/&amp;gt;&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/delivery\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>delivery<\/a>.  When the <a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Procurement&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;Procurement describes all those processes concerned with developing and implementing strategies to manage an organisation&#x2019;s spend portfolio in such a way as to contribute to the organisation&#x2019;s overall goals and to maximise the value released and\/or minimise the total cost of ownership. Procurement is a more comprehensive term than purchasing, which is more focused on the tactical acquisition of goods and services and the execution of plans rather than the development of strategies. Procurement can be a department, a role and\/or a process. As a process, procurement begins with the review of the spend portfolio and the development of an opportunity analysis. Once categories are defined, the procurement process involves identifying and engaging with potential stakeholders, defining business needs and preparing a business case. Once the market has been reviewed, a reconciliation of the business need and the supply market character ensures that appropriate procurement strategies are developed. Strategies may involve insourcing, outsourcing, competitive bidding, direct negotiation, and a variety of other sourcing strategies. Once the strategy is developed, the execution will involve market engagement and the issue of the RFI and the RFP and\/or negotiation. Once offers are evaluated, the optimum solution will be selected and the appropriate contractual agreement established. Procurement differs from sourcing in that the procurement process addresses all pre-contract and post-contract processes. Supplier relationship management, performance management and supplier development are key procurement activities to realise the potential value created during the sourcing phase. Procurement as a full-time role is a specialised job requiring a range of skills and capabilities. Traditional analytical capability is helpful to undertake spend analysis and evaluate offers, but the ability to understand and interact with supply markets is just as important. In terms of interpersonal skills, influencing skills and facilitation skills are just as important as negotiation skills. As an organisation, procurement structures vary with the culture and structure of the host organisation. Many organisations have a centre-led structure with a small central team setting policy and standards and coordinating activity, which is primarily undertaken in the spending departments.The following table seeks to distinguish between commonly used labels for procurement-related processes. While there are no universally accepted standards, most people agree that vendor management applies to post-award processes (though some vendor managers do manage the end-to-end process apart from market engagement). Similarly, sourcing involves all those processes up to the award of the contract. In Europe and Asia, the term &#x2018;purchasing&#x2019; is used to describe transactional processes such as raising purchase orders and reconciling invoices. However, in North America the term &#x2018;purchasing&#x2019; is sometimes used to describe the whole procurement process. The procurement process in North America usually begins with the review of an organisation&#x2019;s spend portfolio, and the development of appropriate strategies, and proceeds right the way through to the review of procurement arrangements and the disposal of goods at the end of their life. Some category managers are not full-time procurement staff but functional practitioners who also undertake business planning for that discipline. For example, a company counsel may be the category manager for legal services, but also plan the size and shape of the organisation&#x2019;s legal services. Police officers with special responsibility for firearms may be the category manager for weapons. In such cases, category management will not only comprise the application of the procurement process to a specific category, but may include elements of business planning as well. See also Category Management and Purchasing.Procurement Essentials and Facilitating the Procurement Process training is available at Academy of Procurement.&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/procurement\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>procurement<\/a> process is aligned with the strategic goals of the organisation, it is reasonable to expect that the impact on the business will include more <a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Value&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;Value is an umbrella term, describing the range of benefits or utility derived, either by the user, a stakeholder, the supplier or the buyer.  Procurement practitioners have typically used three broad areas to measure value.  The first is cash-releasing benefits, which broadly equate to &#x2018;savings&#x2019;.  The second is value released through the procurement process that does not translate into bankable savings, (&#x2018;hard dollars&#x2019;), in the budgets of buying organisations.  This is known as cost avoidance.  Third, the procurement process may release value through reducing risk, reducing cycle time, affording the buying organisation competitive advantage or other &#x2018;value adds&#x2019;.  These definitions reflect the fact that it is often easier to describe value than to measure it and the challenge of the procurement process is to bring to light what represents value for each category and ensure that the solution selected represents best value.  See also Value Added. &amp;lt;br\/&amp;gt;&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/value\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>value<\/a>-adds.  As an example, a franchise fuel retailer negotiates with a dry-cleaner a kiosk arrangement allowing customers a drop-off and collection service for their dry-cleaning at any of the member outlets.  Via the <a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Procurement&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;Procurement describes all those processes concerned with developing and implementing strategies to manage an organisation&#x2019;s spend portfolio in such a way as to contribute to the organisation&#x2019;s overall goals and to maximise the value released and\/or minimise the total cost of ownership. Procurement is a more comprehensive term than purchasing, which is more focused on the tactical acquisition of goods and services and the execution of plans rather than the development of strategies. Procurement can be a department, a role and\/or a process. As a process, procurement begins with the review of the spend portfolio and the development of an opportunity analysis. Once categories are defined, the procurement process involves identifying and engaging with potential stakeholders, defining business needs and preparing a business case. Once the market has been reviewed, a reconciliation of the business need and the supply market character ensures that appropriate procurement strategies are developed. Strategies may involve insourcing, outsourcing, competitive bidding, direct negotiation, and a variety of other sourcing strategies. Once the strategy is developed, the execution will involve market engagement and the issue of the RFI and the RFP and\/or negotiation. Once offers are evaluated, the optimum solution will be selected and the appropriate contractual agreement established. Procurement differs from sourcing in that the procurement process addresses all pre-contract and post-contract processes. Supplier relationship management, performance management and supplier development are key procurement activities to realise the potential value created during the sourcing phase. Procurement as a full-time role is a specialised job requiring a range of skills and capabilities. Traditional analytical capability is helpful to undertake spend analysis and evaluate offers, but the ability to understand and interact with supply markets is just as important. In terms of interpersonal skills, influencing skills and facilitation skills are just as important as negotiation skills. As an organisation, procurement structures vary with the culture and structure of the host organisation. Many organisations have a centre-led structure with a small central team setting policy and standards and coordinating activity, which is primarily undertaken in the spending departments.The following table seeks to distinguish between commonly used labels for procurement-related processes. While there are no universally accepted standards, most people agree that vendor management applies to post-award processes (though some vendor managers do manage the end-to-end process apart from market engagement). Similarly, sourcing involves all those processes up to the award of the contract. In Europe and Asia, the term &#x2018;purchasing&#x2019; is used to describe transactional processes such as raising purchase orders and reconciling invoices. However, in North America the term &#x2018;purchasing&#x2019; is sometimes used to describe the whole procurement process. The procurement process in North America usually begins with the review of an organisation&#x2019;s spend portfolio, and the development of appropriate strategies, and proceeds right the way through to the review of procurement arrangements and the disposal of goods at the end of their life. Some category managers are not full-time procurement staff but functional practitioners who also undertake business planning for that discipline. For example, a company counsel may be the category manager for legal services, but also plan the size and shape of the organisation&#x2019;s legal services. Police officers with special responsibility for firearms may be the category manager for weapons. In such cases, category management will not only comprise the application of the procurement process to a specific category, but may include elements of business planning as well. See also Category Management and Purchasing.Procurement Essentials and Facilitating the Procurement Process training is available at Academy of Procurement.&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/procurement\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>procurement<\/a> function, negotiations achieve an enhanced margin for the retailer, point of sale <a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Marketing&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;Marketing describes both the organisational function and the process concerned with identifying, anticipating and satisfying customer requirements profitably.  Sales activities are often described as the mirror image of purchasing, and marketing activities as the mirror image of procurement.  Both functions are concerned with identifying opportunities to create, claim and\/or share value.  Most marketing texts still describe largely passive buyers responding to proactive marketing strategies, and the key change for many business-to-business marketing practitioners is that a procurement process driven by the client has superseded the sales process driven by the seller.&amp;lt;br\/&amp;gt;&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/marketing\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>marketing<\/a> material at no <a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Cost&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;Cost is the economic value that has been used to do something or create goods or services. There are many different measures of &#x2018;cost&#x2019; in accounting but to non-accountants it generally refers to the full cost of production, including allocated overheads. The term has many applications in procurement. Suppliers incur costs in producing their goods or delivering their services and the supplier may calculate their price by adding on a margin to their cost. The true cost to the buyer includes not only the seller&#x2019;s price, but also the acquisition cost of buying the goods or services, raising the order and paying the invoice. The total cost of the purchase may include the seller&#x2019;s price, the acquisition costs of raising an order etc. and the lifetime cost of using the goods or receiving the service, including disposal and close out. See also Total Cost of Ownership.Cost Management e-Learning courses are available at Academy of Procurement.&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/cost\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>cost<\/a> to the retailer and an exclusive &lsquo;same day service&rsquo; guarantee.  The last two are <a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Benefits&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;Benefits are positive outcomes from the procurement process apart from financial savings.  There is some consensus about categorising different types of savings, such as cash-releasing savings and cost avoidance, but there is little agreement on defining or measuring other positive outcomes from procurement.  Examples of benefits other than financial savings include reduction in risk, reduced time to market and preferential access to supply.  See also Savings and Value Adds.&amp;lt;br\/&amp;gt;&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/benefits\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>benefits<\/a> adding important <a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Value&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;Value is an umbrella term, describing the range of benefits or utility derived, either by the user, a stakeholder, the supplier or the buyer.  Procurement practitioners have typically used three broad areas to measure value.  The first is cash-releasing benefits, which broadly equate to &#x2018;savings&#x2019;.  The second is value released through the procurement process that does not translate into bankable savings, (&#x2018;hard dollars&#x2019;), in the budgets of buying organisations.  This is known as cost avoidance.  Third, the procurement process may release value through reducing risk, reducing cycle time, affording the buying organisation competitive advantage or other &#x2018;value adds&#x2019;.  These definitions reflect the fact that it is often easier to describe value than to measure it and the challenge of the procurement process is to bring to light what represents value for each category and ensure that the solution selected represents best value.  See also Value Added. &amp;lt;br\/&amp;gt;&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/value\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>value<\/a> to the retailer, but not through <a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Cost&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;Cost is the economic value that has been used to do something or create goods or services. There are many different measures of &#x2018;cost&#x2019; in accounting but to non-accountants it generally refers to the full cost of production, including allocated overheads. The term has many applications in procurement. Suppliers incur costs in producing their goods or delivering their services and the supplier may calculate their price by adding on a margin to their cost. The true cost to the buyer includes not only the seller&#x2019;s price, but also the acquisition cost of buying the goods or services, raising the order and paying the invoice. The total cost of the purchase may include the seller&#x2019;s price, the acquisition costs of raising an order etc. and the lifetime cost of using the goods or receiving the service, including disposal and close out. See also Total Cost of Ownership.Cost Management e-Learning courses are available at Academy of Procurement.&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/cost\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>cost<\/a>-<a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Savings&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;Savings are financial measures of procurement effectiveness is often based on quantifying cash releasing and non-cash releasing benefits.  Non-cash releasing benefits include cost avoidance and &#x2018;value adds&#x2019;.  Cash-releasing benefits are typically real cost savings or &#x2018;hard dollars&#x2019;.  For example, the last price paid for an item was $1.00 and 10,000 units were bought, next time 10,000 units were bought but the unit price was $0.90, so the saving was 10,000 x $0.10 = $1000.  This is a &#x2018;hard dollar&#x2019; saving as the saving went directly to the budget holder&#x2019;s bottom line. In contrast, cost avoidance savings are less tangible, and cannot be spent on other things.  These savings do not involve lowering the price of products or services, but rather avoid additional costs that may have been incurred had the process been managed differently.  For example, the supplier in the example above applied for a 10% price increase that would have taken the price from $0.90 to $0.99.  If the price increase were negotiated down to $0.95, would that be a saving?  The actual expenditure would increase by $500, but would have increased by $900 had the proposed increase not been resisted.  That $400 is not a hard dollar saving, but is money that is now available that may not otherwise have been.  Other examples of cost avoidance include negotiating a saving off a supplier&#x2019;s quoted price, negotiating services or goods that would otherwise have been paid for on a non-billable basis, or negotiating fixed prices rather than a rise and fall clause in times of inflation. Given the focus on strategic procurement, the two classes of measures mentioned above are quite tactical and cost\/price focused.  Value adds address all those other benefits that may not be cash releasing but represent a business benefit, for example, improved value from quality, delivery or service. These are value adds, improvements in value for the business which are intangible and non-cashable but have an intangible benefit.  See also Benefits Realisation Plan, Cost Avoidance, Value and Value Added.&amp;lt;br\/&amp;gt;&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/savings\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>savings<\/a> or increased margins, they are <a class=\"glossaryLink\" aria-describedby=\"tt\" data-cmtooltip=\"&lt;div class=glossaryItemTitle&gt;Value&lt;\/div&gt;&lt;div class=glossaryItemBody&gt;Value is an umbrella term, describing the range of benefits or utility derived, either by the user, a stakeholder, the supplier or the buyer.  Procurement practitioners have typically used three broad areas to measure value.  The first is cash-releasing benefits, which broadly equate to &#x2018;savings&#x2019;.  The second is value released through the procurement process that does not translate into bankable savings, (&#x2018;hard dollars&#x2019;), in the budgets of buying organisations.  This is known as cost avoidance.  Third, the procurement process may release value through reducing risk, reducing cycle time, affording the buying organisation competitive advantage or other &#x2018;value adds&#x2019;.  These definitions reflect the fact that it is often easier to describe value than to measure it and the challenge of the procurement process is to bring to light what represents value for each category and ensure that the solution selected represents best value.  See also Value Added. &amp;lt;br\/&amp;gt;&lt;\/div&gt;\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/value\/\" data-gt-translate-attributes='[{\"attribute\":\"data-cmtooltip\", \"format\":\"html\"}]'>value<\/a>-adds that will result in an increase in frequency of customer visits and more sales of higher-margin products.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Value-adds address all those other benefits that may not be cash releasing but represent a business benefit, for example improved value from quality, service or delivery. When the procurement process is aligned with the strategic goals of the organisation, it is reasonable to expect that the impact on the business&#8230; <br \/><a style=\"color:#00b4cd;\" class=\"excerpt-anchor\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/value-adds\/\">Read more<\/a>.<\/p>\n","protected":false},"author":2,"featured_media":0,"menu_order":0,"template":"","meta":{"_acf_changed":false,"_uag_custom_page_level_css":""},"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v22.6 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Value Adds - Comprara<\/title>\n<meta name=\"description\" content=\"Value Adds\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.comprara.com.au\/procurement-glossary\/value-adds\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Value Adds - 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