Strategic Procurement: Organising Suppliers and Supply Chains for Competitive AdvantageMost organizations, regardless of industry, spend more money on suppliers than they do on employing their staff. Written for the non-procurement expert, Strategic Procurement explores the 'why' and 'what' of good procurement rather than the 'how.' It explains why you should focus your efforts on this previously neglected area of business and rich rewards, where P&L impact is relatively painless and immediate, where benefit to cost ratios of 10 to 1 are realistic ambitions and in-year payback is possible. It covers all the aspects of strategic procurement, including The role of the executive and the organization in procurement; Primary and secondary supply chains; Cost reduction techniques Making yourself important to suppliers; Sustaining procurement improvement; Keeping procurement on the business agenda Showing you how to cut costs without harming your business and the importance of recognizing supplier relationship management, Strategic Procurement offers real understanding of the true worth of procurement in the boardroom. |
From inside the book
Results 1-5 of 65
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... Example of a simple customer - facing supply chain Example of a simple colleague - facing supply chain The stages of the life of an asset 19 20 5 5 Figure 4.1 Information technology supply chain Figure 4.2 Organization capability ...
... Example of a simple customer - facing supply chain Example of a simple colleague - facing supply chain The stages of the life of an asset 19 20 5 5 Figure 4.1 Information technology supply chain Figure 4.2 Organization capability ...
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Contents
1 No company is an island | 1 |
2 Know what your customers value | 9 |
3 Right first time | 15 |
4 Know your core | 25 |
5 Handling the complexity | 39 |
6 Whats the issue? We can all do procurement | 47 |
7 Executive sponsorship and priorities | 55 |
8 Strategy in context | 61 |
13 Sharing the pain in hard times | 113 |
14 Avoiding the perils of outsourcing | 121 |
15 Corporate responsibility | 125 |
16 Good procurement across the company | 133 |
17 Becoming important to key suppliers | 139 |
18 Continuous improvement | 151 |
19 Reducing total cost | 159 |
20 Keeping procurement on the agenda | 167 |
Other editions - View all
Strategic Procurement: Organizing Suppliers and Supply Chains for ... Caroline Booth No preview available - 2010 |
Common terms and phrases
Acorn Computers Acorn Electron activities aligned ambitions assess automotive BBC Micro Boo.com business critical business units buying capability cent challenge chapter classmate PC client collaborative company’s complex continuous improvement contract core corporate responsibility cost of ownership cost reduction create customer value proposition deliver ensure example Figure focus Frederic Tudor functions gainshare going Google important industry innovation Intel key suppliers leverage look lots manufacturers market maturity mean needs statement oil and gas Open innovation operation opportunity optimize organization outcome outsourcing pencils personal computers potential primary supply chain probably Proctor & Gamble procurement department procurement proficiency product or service programme quadrant re-engineering reduce relationship requirements secondary supply chain share solution specification stakeholders strategies success supply market sure switching costs Tata Motors tegic things third-party expenditure third-party spend tier one supplier tionship total cost Tudor Ice Company understand zation