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The Strategic Procurement Practice Guide : Know-how, Tools and Techniques for Global Buyers.

By: Weigel, Ulrich.
Contributor(s): Ruecker, Marco.
Material type: TextTextSeries: eBooks on Demand.Management for Professionals: Publisher: Cham : Springer International Publishing, 2017Copyright date: ©2017Description: 1 online resource (215 pages).Content type: text Media type: computer Carrier type: online resourceISBN: 9783319576510.Subject(s): LeadershipGenre/Form: Electronic books.Additional physical formats: Print version:: The Strategic Procurement Practice Guide : Know-how, Tools and Techniques for Global BuyersDDC classification: 658.4092 Online resources: Click here to view this ebook.
Contents:
CoreTrust Europe -- Preface -- Science Meets Reality: A Guide for the Modern Buyer -- Preface for the First German Edition (Translated from German Original Text) -- Science Meets Reality: A Guide for the Modern Buyer -- Contents -- 1: Principles of Modern Purchasing -- 1.1 Introduction -- 1.2 Purposes and Aims of Purchasing -- 1.2.1 Operational Purchasing -- 1.2.2 Strategic Purchasing -- 1.2.3 Project Purchasing -- 1.3 The Growing Importance of Purchasing Within the Company -- 1.4 Future Challenges to Purchasing -- 2: The Strategy of Purchasing -- 2.1 Strategic Principles -- 2.2 Principles of the Purchasing Strategy -- 2.3 The Process of Developing a Strategy -- 2.3.1 Strategic Analysis -- 2.3.1.1 Analysis of the Internal Requirements -- 2.3.1.2 Analysis of the External Environment -- 2.3.1.3 SWOT Analysis -- 2.3.2 Target Setting -- 2.3.3 Strategy Development -- 2.3.3.1 Commodity Group Strategy -- 2.3.3.2 Supplier Strategy -- 2.3.4 Tactical Implementation -- 2.3.5 Commercial -- References -- 3: The Purchasing Organisation -- 3.1 Introduction to the Organisation -- 3.2 Structural Organisation -- 3.2.1 Centralised Purchasing -- 3.2.2 Decentralised Purchasing -- 3.2.3 The Lead Buyer Concept -- 3.2.4 Outsourcing of Purchasing Activities -- 3.3 Operative Organisation -- 3.3.1 The Purchasing Process -- 3.3.1.1 Assessment of Demand -- 3.3.1.2 Enquiry -- 3.3.1.3 Evaluation of Tenders -- 3.3.1.4 Award -- 3.3.1.5 Purchase Order -- 3.3.1.6 Order Confirmation -- 3.3.1.7 Supervision and Control of Deadlines -- 3.3.2 Roles in the Decision-Making Process -- 3.3.3 Process Optimisation -- 3.3.3.1 Quantity Contracts -- 3.3.3.2 Consignment Stores -- 3.3.3.3 Special Price Agreements -- 3.3.3.4 General Terms and Conditions of Purchase -- 3.3.4 Project Purchasing -- Reference -- 4: Supplier Management -- 4.1 Introduction to the Supplier Management.
4.2 Supplier Strategy -- 4.3 Supplier Selection -- 4.3.1 Supplier Identification -- 4.3.2 Supplier Analysis -- 4.3.3 Supplier Selection -- 4.4 Supplier Evaluation -- 4.5 Supplier Development -- 4.6 Supplier Controlling -- 4.7 Conclusion -- Reference -- 5: Global Sourcing -- 5.1 Principles of Global Purchasing -- 5.1.1 Aims of Global Sourcing -- 5.1.2 Strategies and Manifestations -- 5.1.3 New Risks at the International Level -- 5.2 China as an Example of Global Sourcing -- 5.2.1 Incentives and Problems with Regard to Sourcing in China -- 5.2.2 Sourcing in China: Development Stages -- 5.2.3 Implementation -- 5.2.3.1 Identification of Suitable Products -- 5.2.3.2 Feasibility Studies and Market Tests -- 5.2.3.3 Supplier Evaluation -- 5.2.3.4 Supplier Development -- 5.2.4 In-house Resistance -- 5.3 Compliance -- 5.4 Protection of Know-How -- 5.5 Cultural Peculiarities -- 5.6 Future Prospects -- Reference -- 6: Risk Management with Regard to Purchasing -- 6.1 Principles of the Risk Management -- 6.1.1 Definition of the Risk Concept -- 6.1.2 Legal and Financial Framework Conditions -- 6.1.3 The Economic Importance of Risks -- 6.1.4 Risk Management in Purchasing -- 6.2 The Risk Management Process -- 6.2.1 Identifying Purchasing Risks -- 6.2.2 Evaluation of the Purchasing Risks -- 6.2.3 Controlling the Purchasing Risks -- 6.2.4 Risk Control -- 6.3 Special Safeguarding Against Supplier Risks -- 6.3.1 Analysis of the Supplier Portfolio -- 6.3.2 Reactive Risk Management -- 6.3.3 Active Risk Management -- 6.3.4 Pre-emptive Risk Management -- 6.3.5 Long-Term Measures -- References -- 7: Methods and Tools for Everyday Purchasing -- 7.1 Procurement Market Research -- 7.1.1 Types of Procurement Market Research -- 7.1.2 Procedure -- 7.1.3 Sources of Information -- 7.1.4 Areas of Application -- 7.2 Value Analysis -- 7.3 ABC Analysis -- 7.4 Portfolio Technique.
7.4.1 Commodity Groups Portfolio -- 7.4.2 Supplier Portfolio -- 7.5 Price Structure Analysis -- References -- 8: The Purchasing Negotiation -- 8.1 The Principles of a Purchasing Negotiation -- 8.1.1 Motives for Purchasing Negotiations -- 8.1.2 Negotiating Strategies -- 8.2 Preparation -- 8.2.1 Organisational Preparation -- 8.2.2 Supplier Negotiation Form -- 8.2.3 Negotiation Targets -- 8.3 Communication and Body Language -- 8.3.1 The Communication Square -- 8.3.2 Nonverbal Communication -- 8.4 Negotiating Stages -- 8.5 Negotiating Methods -- 8.5.1 Competitive Negotiating -- 8.5.1.1 Basic Pattern of Competitive Negotiating -- 8.5.1.2 The Power Factor -- 8.5.1.3 The Time Factor -- 8.5.1.4 The Information Factor -- 8.5.1.5 The Complexity Factor -- 8.5.1.6 ``Dirty Tricks´´ -- 8.5.2 The Harvard Concept -- 8.6 Peculiarities in International Negotiations -- 8.6.1 The Ritual of Exchanging Business Cards -- 8.6.2 The Beginning of the Talks -- 8.6.3 Laughing: An Asiatic Means of Managing Conflicts -- 8.6.4 Lose One´s Face -- 8.6.5 Other Peculiarities -- 8.6.6 Conclusion -- 8.7 Evaluating the Success of Negotiations -- References -- 9: Personnel Development in Purchasing -- 9.1 The Principles of Personnel Development -- 9.2 Requirements for the Modern Buyer -- 9.2.1 Identifying Potential with the Transactional Analysis -- 9.3 Purchasing as a Managerial Function -- 9.4 A Career in Purchasing -- Reference -- 10: e-Procurement -- 10.1 Basics of e-Procurement -- 10.1.1 Conceptual Definition -- 10.1.2 Basic Types of e-Sourcing Models -- 10.1.2.1 e-Tender -- 10.1.2.2 e-Auction -- 10.1.2.3 e-Collaboration -- 10.1.3 Basic Types of e-Ordering Models -- 10.1.3.1 Sell-Side Models -- 10.1.3.2 Buy-Side Models -- 10.1.3.3 e-Marketplace Models -- 10.1.4 Aims of e-Procurement -- 10.1.4.1 Financial Objectives -- 10.1.4.2 Process Objectives -- 10.1.4.3 Information Goals.
10.1.4.4 Market Objectives -- 10.2 Practical Application of e-Auctions -- 10.2.1 Preparing for the e-Auction -- 10.2.2 Supplier Acquisition -- 10.2.3 Creating an Electronic Invitation to Tender -- 10.2.4 Executing an Auction Event -- 10.2.5 Verification of Auction Results -- 10.2.6 Long-Term Implementation of e-Auctions -- 10.3 Determining the Potential of e-Ordering -- 10.3.1 Requirements and Supplier Analysis -- 10.3.2 Consideration of Representative Market Solutions -- 10.3.2.1 Marketplace Solution: Mercateo -- 10.3.2.2 Simple-System Procurement Platform -- 10.3.2.3 Pool4Tool System Solution -- 10.3.3 Cost-Benefit Analysis -- 10.3.3.1 Cost Analysis -- 10.3.3.2 Potential Benefits in the Procurement Process -- 10.3.3.3 Further Potential -- 10.3.4 Critical Success Factors -- 10.3.4.1 Utilising Technological Potential -- 10.3.4.2 Learning and Adjustment Effects -- 10.3.4.3 Considering the Consequences of Delegation -- 10.3.4.4 Using the Compound Effect and Network Effects -- 10.3.4.5 Further Recommendations -- References.
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Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
Online
HF4999.2-6182 (Browse shelf) http://ebookcentral.proquest.com/lib/uttyler/detail.action?docID=4884010 Available EBC4884010

CoreTrust Europe -- Preface -- Science Meets Reality: A Guide for the Modern Buyer -- Preface for the First German Edition (Translated from German Original Text) -- Science Meets Reality: A Guide for the Modern Buyer -- Contents -- 1: Principles of Modern Purchasing -- 1.1 Introduction -- 1.2 Purposes and Aims of Purchasing -- 1.2.1 Operational Purchasing -- 1.2.2 Strategic Purchasing -- 1.2.3 Project Purchasing -- 1.3 The Growing Importance of Purchasing Within the Company -- 1.4 Future Challenges to Purchasing -- 2: The Strategy of Purchasing -- 2.1 Strategic Principles -- 2.2 Principles of the Purchasing Strategy -- 2.3 The Process of Developing a Strategy -- 2.3.1 Strategic Analysis -- 2.3.1.1 Analysis of the Internal Requirements -- 2.3.1.2 Analysis of the External Environment -- 2.3.1.3 SWOT Analysis -- 2.3.2 Target Setting -- 2.3.3 Strategy Development -- 2.3.3.1 Commodity Group Strategy -- 2.3.3.2 Supplier Strategy -- 2.3.4 Tactical Implementation -- 2.3.5 Commercial -- References -- 3: The Purchasing Organisation -- 3.1 Introduction to the Organisation -- 3.2 Structural Organisation -- 3.2.1 Centralised Purchasing -- 3.2.2 Decentralised Purchasing -- 3.2.3 The Lead Buyer Concept -- 3.2.4 Outsourcing of Purchasing Activities -- 3.3 Operative Organisation -- 3.3.1 The Purchasing Process -- 3.3.1.1 Assessment of Demand -- 3.3.1.2 Enquiry -- 3.3.1.3 Evaluation of Tenders -- 3.3.1.4 Award -- 3.3.1.5 Purchase Order -- 3.3.1.6 Order Confirmation -- 3.3.1.7 Supervision and Control of Deadlines -- 3.3.2 Roles in the Decision-Making Process -- 3.3.3 Process Optimisation -- 3.3.3.1 Quantity Contracts -- 3.3.3.2 Consignment Stores -- 3.3.3.3 Special Price Agreements -- 3.3.3.4 General Terms and Conditions of Purchase -- 3.3.4 Project Purchasing -- Reference -- 4: Supplier Management -- 4.1 Introduction to the Supplier Management.

4.2 Supplier Strategy -- 4.3 Supplier Selection -- 4.3.1 Supplier Identification -- 4.3.2 Supplier Analysis -- 4.3.3 Supplier Selection -- 4.4 Supplier Evaluation -- 4.5 Supplier Development -- 4.6 Supplier Controlling -- 4.7 Conclusion -- Reference -- 5: Global Sourcing -- 5.1 Principles of Global Purchasing -- 5.1.1 Aims of Global Sourcing -- 5.1.2 Strategies and Manifestations -- 5.1.3 New Risks at the International Level -- 5.2 China as an Example of Global Sourcing -- 5.2.1 Incentives and Problems with Regard to Sourcing in China -- 5.2.2 Sourcing in China: Development Stages -- 5.2.3 Implementation -- 5.2.3.1 Identification of Suitable Products -- 5.2.3.2 Feasibility Studies and Market Tests -- 5.2.3.3 Supplier Evaluation -- 5.2.3.4 Supplier Development -- 5.2.4 In-house Resistance -- 5.3 Compliance -- 5.4 Protection of Know-How -- 5.5 Cultural Peculiarities -- 5.6 Future Prospects -- Reference -- 6: Risk Management with Regard to Purchasing -- 6.1 Principles of the Risk Management -- 6.1.1 Definition of the Risk Concept -- 6.1.2 Legal and Financial Framework Conditions -- 6.1.3 The Economic Importance of Risks -- 6.1.4 Risk Management in Purchasing -- 6.2 The Risk Management Process -- 6.2.1 Identifying Purchasing Risks -- 6.2.2 Evaluation of the Purchasing Risks -- 6.2.3 Controlling the Purchasing Risks -- 6.2.4 Risk Control -- 6.3 Special Safeguarding Against Supplier Risks -- 6.3.1 Analysis of the Supplier Portfolio -- 6.3.2 Reactive Risk Management -- 6.3.3 Active Risk Management -- 6.3.4 Pre-emptive Risk Management -- 6.3.5 Long-Term Measures -- References -- 7: Methods and Tools for Everyday Purchasing -- 7.1 Procurement Market Research -- 7.1.1 Types of Procurement Market Research -- 7.1.2 Procedure -- 7.1.3 Sources of Information -- 7.1.4 Areas of Application -- 7.2 Value Analysis -- 7.3 ABC Analysis -- 7.4 Portfolio Technique.

7.4.1 Commodity Groups Portfolio -- 7.4.2 Supplier Portfolio -- 7.5 Price Structure Analysis -- References -- 8: The Purchasing Negotiation -- 8.1 The Principles of a Purchasing Negotiation -- 8.1.1 Motives for Purchasing Negotiations -- 8.1.2 Negotiating Strategies -- 8.2 Preparation -- 8.2.1 Organisational Preparation -- 8.2.2 Supplier Negotiation Form -- 8.2.3 Negotiation Targets -- 8.3 Communication and Body Language -- 8.3.1 The Communication Square -- 8.3.2 Nonverbal Communication -- 8.4 Negotiating Stages -- 8.5 Negotiating Methods -- 8.5.1 Competitive Negotiating -- 8.5.1.1 Basic Pattern of Competitive Negotiating -- 8.5.1.2 The Power Factor -- 8.5.1.3 The Time Factor -- 8.5.1.4 The Information Factor -- 8.5.1.5 The Complexity Factor -- 8.5.1.6 ``Dirty Tricks´´ -- 8.5.2 The Harvard Concept -- 8.6 Peculiarities in International Negotiations -- 8.6.1 The Ritual of Exchanging Business Cards -- 8.6.2 The Beginning of the Talks -- 8.6.3 Laughing: An Asiatic Means of Managing Conflicts -- 8.6.4 Lose One´s Face -- 8.6.5 Other Peculiarities -- 8.6.6 Conclusion -- 8.7 Evaluating the Success of Negotiations -- References -- 9: Personnel Development in Purchasing -- 9.1 The Principles of Personnel Development -- 9.2 Requirements for the Modern Buyer -- 9.2.1 Identifying Potential with the Transactional Analysis -- 9.3 Purchasing as a Managerial Function -- 9.4 A Career in Purchasing -- Reference -- 10: e-Procurement -- 10.1 Basics of e-Procurement -- 10.1.1 Conceptual Definition -- 10.1.2 Basic Types of e-Sourcing Models -- 10.1.2.1 e-Tender -- 10.1.2.2 e-Auction -- 10.1.2.3 e-Collaboration -- 10.1.3 Basic Types of e-Ordering Models -- 10.1.3.1 Sell-Side Models -- 10.1.3.2 Buy-Side Models -- 10.1.3.3 e-Marketplace Models -- 10.1.4 Aims of e-Procurement -- 10.1.4.1 Financial Objectives -- 10.1.4.2 Process Objectives -- 10.1.4.3 Information Goals.

10.1.4.4 Market Objectives -- 10.2 Practical Application of e-Auctions -- 10.2.1 Preparing for the e-Auction -- 10.2.2 Supplier Acquisition -- 10.2.3 Creating an Electronic Invitation to Tender -- 10.2.4 Executing an Auction Event -- 10.2.5 Verification of Auction Results -- 10.2.6 Long-Term Implementation of e-Auctions -- 10.3 Determining the Potential of e-Ordering -- 10.3.1 Requirements and Supplier Analysis -- 10.3.2 Consideration of Representative Market Solutions -- 10.3.2.1 Marketplace Solution: Mercateo -- 10.3.2.2 Simple-System Procurement Platform -- 10.3.2.3 Pool4Tool System Solution -- 10.3.3 Cost-Benefit Analysis -- 10.3.3.1 Cost Analysis -- 10.3.3.2 Potential Benefits in the Procurement Process -- 10.3.3.3 Further Potential -- 10.3.4 Critical Success Factors -- 10.3.4.1 Utilising Technological Potential -- 10.3.4.2 Learning and Adjustment Effects -- 10.3.4.3 Considering the Consequences of Delegation -- 10.3.4.4 Using the Compound Effect and Network Effects -- 10.3.4.5 Further Recommendations -- References.

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