by Michiel R. Leenders, Anna E. Flynn (1995)
Value-Driven Purchasing: Managing the Key Steps in the Acquisition Process is the first volume in a series of four books created for use in the National Association of Purchasing Management (NAPM) Professional Development Series, a certification program that leads to a C.P.M. (Certified Purchasing Manager) designation. For those professionals not pursuing a C.P.M. certification, this series also provides a sound, comprehensive, and up-to-date perspective on purchasing. Value-Driven Purchasing is based on the latest edition of the C.P.M. Study Guide and represents the collective work of purchasing academics and professionals who continue to expand the body of professional knowledge in the supply field. . Value-Driven Purchasing shows you how to:. Master the acquisition process, including determining needs, identifying sources, analyzing bids, administering contracts, inspecting goods, and disposing of unwanted materials. Enhance effectiveness by contributing directly and indirectly to organizational goals. Increase profitability by focusing on value-added activities and negotiating effectively. Make the best decisions on whether to buy, lease, or make needed products. Comply with legal and ethical requirements when working with your suppliers: pursuing them, evaluating them, and negotiating with them. Each chapter closes with a review of key points and concepts in clear, nontechnical language to help you grasp the essentials and remember more of what you learn.
Paul Fournier, Jean-Pierre Ménard
Manuel de niveau collégial portant sur les éléments essentiels d'une bonne gestion des approvisionnements et des stocks d'une entreprise de produits ou de services. [SDM].
Tom Severance
This is a reference on creating, growing, and managing a sucessful business. Wheter you are in the thinking, planning, or operating stage, you will gain creative new insights and learn many practical ideal that you can implement immediately.
[edited by] Ginger Levin, John Wyzalek
"Presenting information that is current with The Standard for Portfolio Management, Third Edition, this book supplies in-depth treatment of the five knowledge areas and identifies best practices to help ensure balanced portfolio management that is critical to organizational success. This book is an ideal reference for those pursuing the new portfolio management credential from the Project Management Institute. The book is also a suitable as a reference for executives and practitioners in the field and as a textbook for universities offering courses on portfolio management"-- "Preface While portfolio management has been applied in the financial industry since the early 1950s, it is only within the past two to three decades that academic research plus guidelines for practitioners have been conducted and made available. Although some organizations used portfolio management techniques to select and prioritize programs and projects to pursue since the 1960s, these organizations rarely discussed its use recognizing it was a competitive advantage for them to do so. In the late 1970s and 1980s, software to assist in prioritizing programs and projects and to allocate resources became available, and there was increased interest in organizations to adopt the software and then recognition that tools alone were insufficient to manage a portfolio. Portfolio management requires a culture change, with processes and procedures in place that are consistently followed at all levels to support organizational strategies and promote organizational success. It requires strategic goals to ensure the work being done, whether a program, project, or an operational activity, supports these goals; having an inventory of existing work in progress available to determine if it supports organizational strategy and should be continued; and business cases, which are prepared and approved for proposed work to undertake. Such a culture change takes time and dedication to implement, but increasingly, organizational leaders are doing so recognizing its necessity especially in terms of the complexity of work under way and the often lack of qualified and available resources to do this work effectively. "--
Herta A. Murphy, Herbert W. Hildebrandt
This text now includes a prologue on the high-technology office of today and tomorrow, including international and intercultural examples. Over 400 business examples show how and how not to express ideas, and there are over 300 end-of-chapter exercises and problems, including detailed cases. There is a greatly enlarged chapter on global communications to show how international and intercultural communications affect business, and new boxed examples of written communication throughout the text. Coverage of new technology, employment-related communication topics, business reports, and oral communications has also been expanded.