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Purchasing And Supply Chain Management with Infotrac

by
Edition:
3rd
ISBN13:

9780324202540

ISBN10:
0324202547
Format:
Hardcover
Pub. Date:
6/14/2004
Publisher(s):
Cengage Learning
List Price: $229.33
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Summary

Purchasing and Supply Chain Management, 3rd Edition is a turnkey solution for providing current and thorough coverage for this critical area of the supply chain. This book is not only a text but a reference as well and is now established as one of the leading-edge strategy and purchasing books. Students gain contextual insights and knowledge into the strategies, processes, and practices of purchasing through use of the many cases and examples. Because of their relationships with executives and practitioners worldwide, the authors are able to present unique and up-to-date insights that lead to greater understanding of the purchasing process. Purchasing and Supply Chain Management provides a hands-on, applied approach that has been thoroughly tested with student audiences to ensure learning success.

Table of Contents

Preface xix
Part 1 Introduction
1(26)
Introduction to Purchasing and Supply Chain Management
2(25)
A New Competitive Environment
4(1)
Why Purchasing Is Important
5(1)
Understanding the Language of Purchasing and Supply Chain Management
6(1)
Purchasing and Supply Management
7(1)
Supply Chains and Value Chains
8(3)
Supply Chains Illustrated
11(1)
Achieving Purchasing and Supply Chain Benefits
12(2)
The Supply Chain Umbrella
14(2)
Four Enablers of Purchasing and Supply Chain Management
16(1)
Capable Human Resources
16(1)
Proper Organizational Design
16(2)
Real Time and Shared Information Technology Capabilities
18(1)
Right Measures and Measurement Systems
19(1)
The Evolution of Purchasing and Supply Chain Management
20(1)
Period One: The Early Years (1850--1900)
20(1)
Period Two: Growth of Purchasing Fundamentals (1900--1939)
21(1)
Period Three: The War Years (1940--1946)
21(1)
Period Four: The Quiet Years (1947--Mid-1960s)
22(1)
Period Five: Materials Management Comes of Age (Mid--1960s-Late 1970s)
23(1)
Period Six: The Global Era (Late 1970--1999)
23(1)
Period Seven: Integrated Supply Chain Management (Beyond 2000)
24(1)
Looking Ahead
24(3)
Part 2 Purchasing Operations and Structure
27(138)
The Purchasing Process
28(42)
Purchasing Objectives
30(1)
Objective 1: Support Operational Requirements
30(1)
Objective 2: Manage the Purchasing Process Efficiently and Effectively
31(1)
Objective 3: Supply Base Management
31(1)
Objective 4: Develop Strong Relationships with Other Functional Groups
32(1)
Objective 5: Support Organizational Goals and Objectives
32(1)
Objective 6: Develop Integrated Purchasing Strategies That Support Organizational Strategies
32(1)
Responsibilities of Purchasing
33(1)
Evaluate and Select Suppliers
33(1)
Review Specifications
33(1)
Act as the Primary Contact with Suppliers
34(1)
Determine the Method of Awarding Purchase Contracts
34(1)
E-Procurement and the Purchasing Process
34(2)
Identify User Need for Product or Service
36(6)
Evaluate Potential Suppliers
42(2)
Bidding, Negotiation and Supplier Selection
44(3)
Purchase Approval
47(5)
Release and Receive Purchase Requirements
52(2)
Measure Supplier Performance
54(1)
Types of Purchases
55(1)
Raw Materials
55(1)
Semifinished Products and Components
55(1)
Finished Products
56(1)
Maintenance, Repair, and Operating Items
56(1)
Production Support Items
57(1)
Services
57(1)
Capital Equipment
57(1)
Transportation and Third-Party Purchasing
58(1)
Improving the Purchasing Process
59(1)
Online Requisitioning Systems from Users to Purchasing
59(1)
Procurement Cards Issued to Users
60(1)
Electronic Purchasing Through the Internet
60(1)
Longer-Term Purchase Agreements
60(1)
Online Ordering Systems to Suppliers
61(1)
Purchasing Process Redesign
61(1)
Electronic Data Interchange
62(1)
Online Ordering Through Electronic Catalogs
63(1)
Allowing Users to Contact Suppliers Directly
63(1)
Good Practice Example: Sourcing Process at FedEx
64(3)
Conclusion
67(3)
Purchasing Policy and Procedures
70(26)
Policy Overview
72(1)
What Are the Advantages and Disadvantages of Policies?
72(1)
What Makes an Effective Policy?
73(1)
Purchasing Policies---Providing Guidance and Direction
74(1)
Policies Defining the Role of Purchasing
74(2)
Policies Defining the Conduct of Purchasing Personnel
76(2)
Policies Defining Social and Minority Business Objectives
78(4)
Policies Defining Buyer-Seller Relationships
82(3)
Policies Defining Operational Issues
85(3)
Purchasing Procedures
88(2)
Purchasing Procedural Areas
90(1)
Good Practice Example: Managing Maverick Spend at Deere and Delphi: An Interview with Jon Stegner
91(2)
Conclusion
93(3)
Purchasing Integration for Competitive Advantage
96(38)
Integration---What Is It?
98(1)
Internal Integration
99(1)
Purchasing's Internal Linkages
99(3)
External Integration
102(1)
Purchasing's External Linkages
102(1)
Collaborative Buyer-Seller Relationships
103(1)
Advantages of Closer Buyer-Seller Relationships
104(1)
Evolving from Adversarial to Collaborative Relationships
104(1)
Obstacles to Closer Buyer-Seller Relationships
105(1)
The Critical Role of Cross-Functional Sourcing Teams
106(2)
Benefits Sought from the Cross-Functional Team Approach
108(1)
Potential Drawbacks to the Cross-Functional Team Approach
109(1)
When to Form a Cross-Functional Team
110(1)
Improving Sourcing Team Effectiveness
111(5)
Integrating Purchasing, Engineering, and Suppliers to Develop New Products and Services
116(1)
Common Themes of Successful Supplier Integration Efforts
116(8)
Supplier Integration into Customer Order Fulfillment
124(5)
Good Practice Example: Early Supplier Involvement at MRD
129(2)
Conclusion
131(3)
Purchasing and Supply Chain Organization
134(31)
Purchasing's Position Within the Organizational Structure
137(1)
Factors Affecting Purchasing's Position in the Organizational Hierarchy
137(1)
To Whom Does Purchasing Report?
138(1)
Organizing the Purchasing Function
139(1)
Specialization Within Purchasing
139(3)
Purchasing Department Activities
142(2)
Separating Strategic and Operational Purchasing
144(1)
Placement of Purchasing Authority
145(1)
Advantages of Centrally Led Purchasing
145(3)
Advantages of Decentralized Purchasing
148(1)
A Hybrid Purchasing Structure
149(1)
Organizing for Supply Chain Management
149(1)
Supply Chain Activities and Functions
150(2)
A Supply Chain Management Structure
152(1)
Using Teams as Part of the Organizational Structure
153(1)
Creating the Organization of the Future
154(5)
Good Practice Example: Air Products and Chemicals Organizes to Meet Global Challenges
159(2)
Conclusion
161(4)
Part 3 Strategic Sourcing
165(172)
Purchasing and Commodity Strategy Development
166(39)
Linking Purchasing and Corporate Strategy
169(1)
Translating Corporate Objectives into Purchasing Goals
170(2)
Integrative Strategy Development
172(3)
Translating Purchasing Objectives into Purchasing Goals
175(2)
Bringing Goals and Objectives Together---The Purchasing Strategy Development Process
177(1)
Step 1: Define the Business Unit Requirements
177(1)
Step 2: Define the Strategic Importance of the Purchase Requirement (Portfolio Analysis)
177(3)
Step 3: Determine Business/Purchase Requirements and Conduct Supply Market Research
180(1)
Step 4: Set Goals and Conduct Gap Analysis
181(1)
Step 5: Develop Sourcing Strategy and Objectives
182(1)
Step 6: Execute the Strategy
182(1)
Step 7: Monitor Results and Review Performance
183(1)
Types of Purchasing Strategies
184(1)
Supply Base Optimization
185(1)
Total Quality Management of Suppliers
185(1)
Global Sourcing
185(1)
Longer-Term Supplier Relationships
186(1)
Early Supplier Design Involvement
186(1)
Supplier Development
187(1)
Total Cost of Ownership
188(1)
E-Reverse Auctions (e-RAs)
188(1)
Critical Role of Insourcing/Outsourcing Strategy
188(1)
The Insourcing/Outsourcing Decision Process
189(1)
Step 1: Company Strategy Formulation
189(2)
Step 2: Insourcing/Outsourcing Decision Making: Conduct Total Cost Analysis of All Alternatives
191(3)
Step 3: Implementation
194(1)
Conclusion
194(1)
Evolving Sourcing Strategies
195(1)
Phase 1: Basic Beginnings
196(1)
Phase 2: Moderate Development
196(1)
Phase 3: Limited Integration
197(1)
Phase 4: Fully Integrated Supply Chains
197(2)
Observations on Purchasing Strategy Evolution
199(1)
Good Practice Example: Supplier Integration Strategies at BTR Engineering
200(2)
Conclusion
202(3)
Supplier Evaluation and Selection
205(32)
The Supplier Evaluation and Selection Process
207(1)
Recognize the Need for Supplier Selection
208(1)
Identify Key Sourcing Requirements
208(1)
Determine Sourcing Strategy
208(1)
Identify Potential Supply Sources
209(3)
Limit Suppliers in Selection Pool
212(2)
Determine the Method of Supplier Evaluation and Selection
214(1)
Select Supplier and Reach Agreement
215(1)
Key Supplier Evaluation Criteria
215(1)
Management Capability
215(2)
Employee Capabilities
217(1)
Cost Structure
217(1)
Total Quality Performance, Systems, and Philosophy
217(1)
Process and Technological Capability
218(1)
Environmental Regulation Compliance
218(1)
Financial Stability
219(1)
Production Scheduling and Control Systems
219(1)
E-Commerce Capability
220(1)
Supplier's Sourcing Strategies, Policies, and Techniques
221(1)
Longer-Term Relationship Potential
221(1)
Developing a Supplier Evaluation and Selection Survey
222(1)
Step 1: Identify Supplier Evaluation Categories
223(1)
Step 2: Assign a Weight to Each Evaluation Category
223(1)
Step 3: Identify and Weigh Subcategories
223(1)
Step 4: Define Scoring System for Categories and Subcategories
224(2)
Step 5: Evaluate Supplier Directly
226(1)
Step 6: Review Evaluation Results and Make Selection Decision
226(1)
Step 7: Review and Improve Supplier Performance Continuously
227(1)
Critical Supplier Selection Issues
227(2)
Reducing Supplier Evaluation and Selection Cycle Time
229(3)
Good Practice Example: C.A.S.E's Shared Internet Database Supports Supplier Evaluation
232(2)
Conclusion
234(3)
Supplier Quality Management
237(29)
Overview of Supplier Quality Management
239(1)
What Is Supplier Quality?
239(1)
Why Be Concerned with Supplier Quality?
240(2)
Factors Affecting Purchasing's Role in Managing Supplier Quality
242(1)
Supplier Quality Management Using a Total Quality Perspective
243(1)
Defining Quality in Terms of Customers and their Requirements
243(2)
Pursuing Quality at the Source
245(2)
Stressing Objective Rather than Subjective Measurement and Analysis
247(1)
Emphasizing Prevention Rather than Detection of Defects
247(1)
Focusing on Process Rather than Output
248(2)
Striving for Zero Defects
250(1)
Establishing Continuous Improvement as a Way of Life
251(1)
Making Quality Everyone's Responsibility
251(1)
Pursuing Six Sigma Supplier Quality
252(3)
Using ISO 9000 and Baldrige Criteria to Assess Supplier Quality Systems
255(1)
ISO 9000 Registration
256(2)
The Malcolm Baldrige National Quality Award
258(2)
Good Practice Example: Supplier Certification at Alcoa
260(3)
Conclusion
263(3)
Supplier Management and Development: Creating a World-Class Supply Base
266(35)
Supplier Performance Measurement
269(1)
Supplier Measurement Decisions
269(2)
Types of Supplier Measurement Techniques
271(4)
Supply-Base Optimization: Creating a Manageable Supply Base
275(3)
Advantages of an Optimized Supply Base
278(1)
Risks of Maintaining Fewer Suppliers
279(1)
Formal Approaches to Supply Base Reduction
280(2)
Summary of Supplier Optimization
282(1)
Supplier Development: A Strategy for Improvement
283(1)
A Process Map for Supplier Development
283(4)
Supplier Development Efforts That Sometimes Don't Work
287(1)
Overcoming the Barriers to Supplier Development
287(1)
Buyer-specific Barriers
288(2)
Interface Barriers to Supplier Development
290(2)
Supplier-specific Barriers
292(2)
Lessons Learned from Supplier Development
294(1)
Good Practice Example: Supplier Measurement Helps FedEx Manage a Worldwide Supply Base
295(3)
Conclusion
298(3)
Worldwide Sourcing
301(36)
An Overview of Worldwide Sourcing
304(2)
Why Source Worldwide?
306(2)
Barriers to Worldwide Sourcing
308(1)
Progressing from Domestic Buying to International Purchasing
309(1)
Information about Worldwide Sources
309(2)
Supplier Selection Issues
311(1)
Cultural Understanding
311(1)
Language and Communication Differences
312(1)
Logistical Issues
312(1)
Legal Issues
313(1)
Organizational Issues
313(2)
Countertrade Requirements
315(3)
Costs Associated with Worldwide Sourcing
318(3)
Managing International Currency Risk
321(2)
Progressing from International Purchasing to Global Sourcing
323(1)
Factors Separating Successful from Less Successful Global Sourcing Efforts
323(6)
Global Sourcing Benefits
329(1)
Future Global Sourcing Trends
329(2)
Good Practice Example: Otis Elevator Manages Worldwide Sourcing
331(3)
Conclusion
334(3)
Part 4 Strategic Sourcing Processes
337(174)
Strategic Cost Management
338(39)
Strategic Cost Management: A Structured Approach to Cost Reduction
340(6)
Price Analysis
346(1)
Market Structure
346(1)
Economic Conditions
347(1)
Pricing Strategy of the Seller
347(1)
Market-driven Pricing Models
348(3)
Using the Producer Price Index to Manage Price
351(4)
Cost Analysis Techniques
355(1)
Cost-based Pricing Models
355(1)
Product Specifications
356(1)
Estimating Supplier Costs Using Reverse Price Analysis
357(4)
Break-Even Analysis
361(3)
Total Cost of Ownership (TCO)
364(1)
Building a Total Cost of Ownership Model
365(1)
The Importance of Opportunity Costs
366(1)
Important Factors to Consider When Building a TCO Model
366(1)
Example of a TCO Model
366(2)
Collaborative Approaches to Cost Management
368(1)
Target Pricing
368(1)
Cost Savings Sharing Pricing
369(1)
Prerequisites for Successful Target and Cost-based Pricing
370(1)
When to Use Collaborative Cost Management Approaches
370(1)
An Example of Target Pricing and Cost Savings Sharing
371(2)
Good Practice Example: IBM Drives Strategic Cost Management Across the Supply Chain
373(2)
Conclusion
375(2)
Purchasing and Supply Chain Analysis: Tools and Techniques
377(34)
Project Management
379(1)
Defining Project Success
379(1)
Project Phases
380(3)
Project Planning and Control Techniques
383(1)
Rules for Constructing a Project Management Network
383(1)
Project Management Example: Sourcing Strategy
384(3)
Project Management with Time Estimates
387(3)
Learning Curves
390(1)
Components of the Learning or Experience Curve
391(1)
When to Use the Learning Curve
391(1)
Learning Curve Illustrated
392(2)
Learning-Curve Problem
394(2)
Value Engineering/Value Analysis
396(1)
Who Is Involved in Value Analysis?
396(1)
Tests for Determining Value in a Product or Service
397(1)
The Value Analysis Process
398(1)
Quantity Discount Analysis
399(1)
Quantity Discount Analysis Illustrated
399(1)
Process Mapping
399(5)
Process Mapping Illustrated
404(2)
Good Practice Example: Energy Sourcing Strategy Project at Bethlehem Steel
406(3)
Conclusion
409(2)
Negotiation
411(28)
What Is Negotiation?
413(1)
Negotiation Framework
413(1)
Identify or Anticipate a Purchase Requirement
414(1)
Determine If Negotiation Is Required
414(3)
Plan for the Negotiation
417(1)
Conduct the Negotiation
418(1)
Execute the Agreement
419(1)
Negotiation Planning
419(1)
Develop Specific Objectives
420(1)
Analyze Each Party's Strengths and Weaknesses
420(1)
Gather Relevant Information
420(1)
Recognize Your Counterpart's Needs
421(1)
Identify Facts and Issues
421(1)
Establish a Position on Each Issue
421(1)
Develop a Negotiating Strategy and Tactics
422(1)
Brief Other Personnel
422(1)
Practice the Negotiation
423(1)
Power in Negotiation
423(1)
Sources of Negotiating Power
424(1)
Concessions
425(2)
Negotiation Tactics: Trying to Get to Yes
427(2)
Win-Win Negotiation
429(1)
International Negotiation
430(3)
Good Practice Example: Mack Trucks Uses Negotiation to Rev Up Its Sourcing Process
433(3)
Conclusion
436(3)
Contract Management
439(32)
Types of Contracts
441(1)
Fixed-Price Contracts
441(2)
Cost-based Contracts
443(1)
Considerations When Selecting Contract Types
444(2)
Long-Term Contracts
446(1)
Benefits of Long-Term Contracts
446(3)
Risks of Long-Term Contracts
449(1)
Contingency Elements of Long-Term Contracts
450(2)
Nontraditional Contracting
452(1)
IT Systems Contracts
452(1)
Minority-owned Supplier Contracts
453(1)
Consulting Contracts
454(2)
Construction Contracts
456(2)
Other Types of Contracts
458(2)
How to Write a Contract
460
Settling Contractual Disputes
451(10)
Legal Alternatives
461(1)
Arbitration
462(1)
Other Forms of Conflict Resolution
463(3)
Good Practice Example: Alliance Contracts That Save Dollars at a Chemical Company
466(2)
Conclusion
468(3)
Purchasing Law and Ethics
471(40)
Legal Authority and Personal Liability of the Purchasing Manager
473(1)
Laws of Agency
473(1)
Legal Authority
473(1)
Personal Liability
474(2)
Purchasing Ethics
476(1)
Risks of Unethical Behavior
476(1)
Types of Unethical Purchasing Behavior
477(2)
ISM Professional Code of Ethics
479(2)
Supporting Ethical Behavior
481(2)
Contract Law
483(1)
Essential Elements of a Contract
483(2)
The Purchase Order---Is It a Contract?
485(3)
Cancellation of Orders and Breach of Contract
488(3)
Acceptance and Rejection of Goods
491(1)
Honest Mistakes
492(1)
The Uniform Commercial Code
493(1)
Purchasing Law Before the UCC
493(1)
Warranties
494(3)
Transportation Terms and Risk of Loss
497(2)
Seller's and Buyer's Rights
499(1)
Patents and Intellectual Property
500(3)
Other Laws Affecting Purchasing
503(1)
Laws Affecting Antitrust and Unfair Trade Practices
503(1)
Laws Affecting Global Purchasing
503(2)
Good Practice Example: Eaton's CEO Talks Openly About Ethics
505(2)
Conclusion
507(4)
Part 5 Critical Supply Chain Elements
511(148)
Managing Supply Chain Inventory and Delivering Perfect Customer Orders
512(35)
Understanding Supply Chain Inventory
515(1)
Types of Inventory
515(1)
Inventory-related Costs
516(3)
Inventory Investment---Asset or Liability?
519(2)
The Right Reasons for Investing in Inventory
521(1)
Support Production Requirements
521(1)
Support Operational Requirements
521(1)
Support Customer Service Requirements
522(1)
Hedge Against Marketplace Uncertainty
522(1)
Take Advantage of Order Quantity Discounts
522(1)
The Wrong Reasons for Investing in Inventory
523(1)
Poor Quality and Material Yield
523(1)
Unreliable Supplier Delivery
523(1)
Extended Order-Cycle Times
524(1)
Inaccurate or Uncertain Demand Forecasts
524(1)
Specifying Custom Items for Standard Applications
524(1)
Extended Material Pipelines
525(1)
Inefficient Manufacturing Processes
525(1)
Creating the Lean Supply Chain
525(1)
Just-in-Time Purchasing
526(1)
Just-in-Time Transportation
527(2)
Just-in-Time Production
529(2)
Managing Inventory Investment
531(2)
Achieve Perfect Record Integrity
533(1)
Improve Product Forecasting
534(1)
Standardize and Simplify Product Design
535(2)
Leverage Companywide Purchase Volumes
537(1)
Use Suppliers for On-Site Inventory Management
537(1)
Develop Supply Chain Planning Systems and Support Structure
538(1)
Reduce Supplier-Buyer Cycle Times
538(1)
Delivering the Perfect Customer Order
539(1)
Material Requirements Planning System
539(1)
Distribution Resource Planning System
540(1)
Supply Chain Inventory Planners
540(1)
Automated Inventory Tracking Systems
541(1)
Good Practice Example: Managing Low-Value Inventory for High-Value Savings at Lockheed
541(3)
Conclusion
544(3)
Purchasing Services
547(40)
Transportation Management
549(1)
Deregulation of Transportation and Purchasing's New Role
550(2)
A Decision-making Framework for Developing a Transportation Strategy
552(13)
Outsourcing Logistics to Third-Party Logistics Providers
565(1)
Select Providers
565(1)
Gain Access to Critical and Timely Data
566(1)
Develop Systems Visibility to Material Shipments
567(1)
Develop Closer Relationships with Fewer Providers
567(1)
Establish Companywide Contracts
568(1)
Purchasing Services and Indirect Items
568(3)
Internal Methods of Managing Indirect Spend
571(1)
External Methods of Managing Indirect Spend
572(2)
Enabling Tactics and Strategies
574(2)
Sourcing Professional Services
576(1)
Have a Clearly Defined Scope
576(1)
Move to a Centralized Structure
577(1)
Develop a Professional Services Database
578(1)
Develop a Sound Procedure for Evaluation and Selection of Consultants
579(1)
Optimize the Supply Base
579(1)
Develop a Standardized Contract
580(1)
Monitor Results
580(1)
Develop Policy Compliance
580(1)
Good Practice Example: Bank of America's Document Management Services
581(3)
Conclusion
584(3)
Supply Chain Information Systems and Electronic Commerce
587(40)
An Overview of the E-Supply Chain
589(1)
Supply Chain Information Flows
590(1)
A Map of SCM Systems
591(5)
Drivers of New Supply Chain Systems and Applications
596(1)
Internal and External Strategic Integration
597(1)
Globalization and Communication
597(1)
Data Information Management
597(1)
New Business Processes
597(1)
Replacement of Obsolete Systems
598(1)
Strategic Cost Management
598(1)
Enterprise Resource Planning Systems
598(2)
Implementing ERP Systems
600(1)
Purchasing Databases and Data Warehouses
601(2)
Technology for Electronic Communication Between Buyers and Sellers
603(1)
Electronic Data Interchange (EDI)
603(1)
EDI and the Internet
604(2)
E-Sourcing/Supply and Web-based Systems
606(1)
Types of Systems
607(4)
Reverse Auctions
611(1)
Evolving E-Sourcing Vendors
611(3)
Bottom Line
614(1)
E-Sourcing and Supply: Fully Integrated Systems
614(1)
What Is Information Visibility?
615(1)
Dell's Information Visibility System: The Benchmark
615(1)
Benefits of Information Visibility
616(1)
I-Supply: An Example of a Visibility System
617(4)
Good Practice Example: Deploying Information Visibility Systems at a Tier 1 Automotive Company
621(3)
Conclusion
624(3)
Performance Measurement and Evaluation
627(32)
Purchasing and Supply Chain Performance Measurement and Evaluation
629(1)
Why Measure Performance?
630(1)
Problems with Purchasing and Supply Chain Measurement and Evaluation
630(2)
Purchasing and Supply Chain Performance Measurement Categories
632(1)
Price Performance Measures
632(3)
Cost-Effectiveness Measures
635(2)
Quality
637(1)
Time-related Measures
637(1)
Technology-Innovation Measures
638(1)
Physical Environment and Safety
639(1)
Asset Management and Integrated Supply Chain Measures
639(1)
Administration and Efficiency Measures
640(1)
Governmental/Social
641(1)
Internal Customer Satisfaction
642(1)
Supplier Performance Measures
642(1)
Strategic Performance Measures
642(2)
Developing a Performance Measurement and Evaluation System
644(1)
Determine Which Performance Categories to Measure
644(1)
Develop Specific Performance Measures
644(3)
Establish Performance Objectives for Each Measure
647(1)
Finalize System Details
647(1)
Implement and Review System Performance and Measures
648(1)
Performance Benchmarking: Comparing Against the Best
648(1)
Benchmarking Overview
648(3)
The Benchmarking Process
651(1)
A Summary of Purchasing Measurement and Evaluation Characteristics
652(1)
System Characteristics
653(1)
Human Resource Characteristics
653(1)
Good Practice Example: Using Measurement to Drive Continuous Supply Chain Improvement at Accent Industries
654(1)
Conclusion
655(4)
Part 6 Future Directions
659(26)
Purchasing and Supply Chain Changes and Trends
660(25)
Performance Improvement Requirements
662(1)
Purchasing and Supplier Importance
663(2)
Organization and Human Resources
665(3)
Information Systems Development
668(4)
Performance Measurement
672(1)
Supply Base Management
673(3)
Purchasing Responsibilities and Activities
676(2)
Twelve High-Impact Sourcing and Supply Chain Strategies for 2005-2010
678(1)
Good Practice Example: General Motors Works to Secure Its Future
679(3)
Conclusion
682(3)
Cases 685(50)
Index 735


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