Karteikarten
D1
Karten in diesem Stapel (45)
- 1Primary industriesextract natural resources or produce raw materials
- 2secondary industriestransform raw materials into end components, assembles, or finished products (manufacturing, construction, engineering)
- 3tertiary industriesdevelopment and provision of services (transport, hospitality, retail, professional services)
- 4retail sector features1. bottom line thinking
2. broad assortment
3. buying against supplier specifications
4. short feedback loop
5. technical complexity - 5retail sector issues1. quality control
2. service levels
3. supplier relations - 6public sector objectives1. deliver essential public services
2. encourage national and community development
3. pursue socio-economic goals - 7public sector key features1. achieve defined service levels within budget
2. diverse range of stakeholders
3. high level of accountability / need to be transparent - 8public sector challenges1. 'value' is undefined
2. responsible for the general public
3. need to satisfy a wide range of stakeholders
4. strong focus on ethics and social sustainability
5. wide range of activities, therefore a wide range of purchasing requirements - 9sole tradershipwhen an individual supplies all the capital for the business and is personally liable for its debts
- 10advantages of sole tradership 1, few costs or legal requirements to establish the business 2. no public accountability 3. proprietor controls all decisions and enjoys all the profitsdisadvantages of sole tradership
1. proprietor is personally liable for business debts
2. it may be difficult to get finances
3. resources are limited to what the proprietor can personally generate - 11partnershipwhen sole traders expand by taking on partners who then share managerial and financial responsibilities
- 12advantages of partnerships 1. partners contribute to capital 2. shared responsibilities 3. often easier to raise loans (asset backing)disadvantages of partnerships
1. decision making must be shared/negotiated
2. profits must be shared
3. personally liable 'without limit' for partners debts - 13objectives of private sector organisations1. profit
2. market share (competition)
3. shareholder value
4. CSR - 14objectives of third sector organisations1. raise public awareness
2. political lobbying and advocacy
3. raising funds to carry out activity
4. providing aid and services to the public
5. involving the public in community projects - 15five rights of procurementinputs of the right quality
delivered in the right quantity
to the right place
at the right time
for the right price - 16general objectives of procurement1. internal customer service
2. risk management
3. cost control and reduction / optimisation
4. relationship management - 17what is price?the value of a commodity or service
- 18best practice procurement will also consider.....1. innovation
2. ethics
3. CSR
4. total cost of ownership
5. relationship development - 19materials managementactivities involved during the input phase of the supply chain process
- 20physical distributionactivities involved in the output phase - the flow of goods from production to the customer
- 21logisticsintegrating responsibilities for both the input and output phases - embraces the full range of supply chain activity
- 22benefits of contract management1. improved risk management
2. improved compliance and commitment by the supplier
3. ongoing relationship management and performance improvement
4. better value for money - 23advantages of centralised procurement structures1. specialisation of procurement staff
2. streamlined processes - reduces transaction and transport costs & a higher level of service
3. greater co-ordination of procurement activities
4. standardisation of specifications
5. conflict avoidance between divisions - 2410 C's 1. commitment 2. compatibility 3. compliance 4. communication 5. control10 C's
6. consistency
7. cost
8. cash
9. capability
10. capacity - 25risks of open tendering1. wide competition may discourage bidders
2. inadequate pre-qualified bidders brings capability and capacity issue
3. lowest price focus / bid may not represent the best long term value - 26when to use competitive bidding (RFT)1. high value procurement
2. clear costs and specifications
3. there must be an adequate number of potential suppliers
4. suppliers must be technically qualified and ready to carry out business
5. must be sufficient time for the procedure to be carried out - 27when competitive bidding should not be used1. when it's impossible to accurately estimate production costs
2. price is not the only or most important criteria
3. specifications are likely to change over as the contract progresses
4. special set-up costs are major factors - 28Define negotiationThe process of planning, reviewing, and analysing by a buyer and seller to reach acceptable agreements or compromises - this includes all aspects of business transactions, not just price
- 29benefits of contract management1. improved risk management
2. improved compliance and commitment from the supplier
3. ongoing relationship management and performance improvement
4. better value for money
5. quality and other problems resolved efficiently - 30what can vendors be rated / scored against?1. price
2. quality
3. delivery
4. efficiency
5. accuracy
6. commitment to continuous improvement
7. sustainability efforts - 31obstacles to achieving good procurement governance1. lack of executive support
2. lack of co-operation from stakeholders
3. poor ICT systems
4. lack of resources
5. lack of clarity around rules, policies and procedures - 32what three levels can ethics impact?1. macro - multiple companies / international / society & communities
2. corporate - individual organisation
3. individual - part of the organisation or supply chain - 33maverick buying?
- 34three types of organisational structures1. functional
2. geographical
3. brand / customer - 35advantages of centralised procurement1. streamlined processes - reducing transaction and transport costs
2. greater co-ordination of activity
3. greater standardisation of processes
4. effective control of procurement activities
5. conflict avoidance between business units
6.access to specialist skills, contacts and resources - 36advantages of decentralised procurement (ICT functions may be highly developed)1. better communication and coordination between procurement and operations
2. customer focus - staff are 'closer' to internal and external customers
3. quicker response to operational needs
4. knowledge of, and relationships with, locally based suppliers
5. accountability - 37CLAN approachcentre-led action network
- 38SCAN approachstrategically controlled action network
- 39areas of different between the public and private sectors1. objectives
2. legal restrictions
3. stakeholders
4. policy - 40benefits of eP2P1. streamlined and improved flow of work
2. improved supplier relations
3. error rates reduce
4. minimises administrative tasks
5. improves consistency, compliance and control - 41benefits of eContracting1. can cut and paste standard contract terms
2. strong control over confidentiality
3. strong contract variation, change, and version control
4. integration with contract management database - 42eRequisitioningdatabase which tracks and manages stock
ERP
MRP - 43examples of eSourcing tools1. eCatalogues
2. supplier portals
3. eTendering
4. eAuctions - 44benefits of eProcurement1. elevates pressure / constraints for: cost efficiency & value for money (public sector), competition (private sector)
2. manual tasks become more automated
3. significant cost savings for buyers and suppliers
4, improved communication & transparency
5. quicker payment turn-around - 45—
Informationen
- Beschreibung
- CIPS Procurement Karteikarten am D1, erstellt von Josie Robinson am 08/05/2017.
- Erstellt von
- Josie Robinson · Mai 2017
- Aktualisiert
- 23 Mai 2017
- Aufrufe
- 8
- Bewertung