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Procurement

About: Procurement is a research topic. Over the lifetime, 25669 publications have been published within this topic receiving 334145 citations.


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Book
01 Jun 1999
TL;DR: In this article, the authors present a survey of the state of the art in e-commerce and e-business design, focusing on the following: the first step of e-Business design: self-diagnosis. The second step of business design: Reversing the value chain.
Abstract: (All chapters conclude with a Memo to the CEO.) Foreword. Preface. Moving from e-Commerce to e-Business. What Makes This Book Different? Who Should Read This Book? How This Book Is Organized. Acknowledgments. 1. From e-Commerce to e-Business. Linking Today's Business with Tomorrow's Technology. e-Business = Structural Transformation. e-Business Requires Flexible Business Designs. Challenge Traditional Definitions of Value. Define Value in Terms of the Whole Customer Experience. e-Business Communities: Engineering the End-to-End Value Stream. Integrate, Integrate, Integrate: Create the New Techno- Enterprise. Needed: A New Generation of e-Business Leaders. 2. e-Business Trend Spotting. Increase Speed of Service: For the Customer, Time Is Money. Empower Your Customer: Self-Service. Provide Integrated Solutions, Not Piecemeal Products. Integrate Your Sales and Service: Customization and Integration. Ease of Use: Make Customer Service Consistent and Reliable. Provide Flexible Fulfillment and Convenient Service Delivery. Contract Manufacturing: Become Brand Intensive, Not Capital Intensive. Learn to Outsource: You Cannot Be Good at Everything. Increase Process Visibility: Destroy the Black Box. Learn the Trends in Employee Retention. Integrated Enterprise Applications: Connect the Corporation. Meld Voice, Data, and Video. Multichannel Integration: Look at the Big Picture. Wireless Applications Enter the Mainstream. Middleware: Supporting the Integration Mandate. What Is Common to All These Trends? 3. Think e-Business Design, Not Just Technology. Constructing an e-Business Design. The First Step of e-Business Design: Self-Diagnosis. The Second Step of e-Business Design: Reversing the Value Chain. The Third Step of e-Business: Choosing a Narrow Focus. Case Study: Service Excellence at American Express. Case Study: Operational Excellence at Dell Computer. Case Study: Continuous Innovation at Cisco Systems. Business Design Lessons Learned. 4. Constructing the e-Business Architecture. Why Is Application Integration Important? The New Era of Cross-Functional Integrated Apps. Integrating Application Clusters into an e-Business Architecture. Aligning the e-Business Design with Application Integration. 5. Customer Relationship Management: Integrating Processes to Build Relationships. Why Customer Relationship Management? Defining Customer Relationship Management. Organizing around the Customer: The New CRM Architecture. Supporting Requirements of the Next-Generation CRM Infrastructure. Organizational Challenges in Implementing CRM. Next-Generation CRM Trends. Building a CRM Infrastructure: A Manager's Roadmap. 6. Selling-Chain Management: Transforming Sales into Interactive Order Acquisition. Defining Selling-Chain Management. Business Forces Driving the Need for Selling-Chain Management. Technology Forces Driving the Need for Selling-Chain Management. Managing the Order Acquisition Process. Cisco and Selling-Chain Management. Elements of Selling-Chain Infrastructure. The Custom Foot: Transforming Shoe Sales with Technology. 7. Enterprise Resource Planning: The e-Business Backbone. Why Is Management Willingly Paying Millions for ERP Suites? ERP Decision = Enterprise Architecture Planning. The COTS ERP That Keeps on Ticking: The SAP Juggernaut. ERP Usage in the Real World. ERP Implementation: Catching the Bull by the Horns. The Future of ERP Applications. 8. Supply Chain Management: Interenterprise Fusion. Defining Supply Chain Management. Basics of Internet-Enabled SCM: e-Supply Chain 101. Basics of Internet-Enabled SCM: e-Supply Chain 201. e-Supply Chain Fusion: e-Supply Chain 301. e-Supply Chain Fusion Management Issues. The Future: e-Supply Chains in 200X. Supply Chain Management: A Manager's Roadmap. 9. e-Procurement: The Next Wave of Cost Reduction. Structural Transition: From Isolated Purchasing to Real-Time Process Integration. Why Is Procurement a Top-Management Issue? What Exactly Is Operating Resource Procurement? Operating Resource Procurement at Microsoft: MS Market. Procurement Business Problem: Lack of Process Integration. Next-Generation Integrated Procurement Applications. Elements of Buy-Side e-Procurement Solutions. Buy-Side Applications for the Procurement Professional. Elements of Sell-Side e-Procurement Solutions. The e-Procurement Manager's Roadmap. 10. Knowledge-Tone Applications: The Next Generation of Decision Support Systems. Knowledge Apps: Why They Are Important. Knowledge Tone Is an Application Framework. Emerging Classes of Knowledge-Tone Applications. Knowledge-Tone Usage in the Real World. Tech Trends Driving Knowledge-Tone Framework Investments. Elements of the Knowledge-Tone Architectural Framework. Core Technologies: Data Warehousing. Enabling Technologies: Online Analytical Processing. A Roadmap to Knowledge-Tone Framework. 11. Developing the e-Business Design. The Challenges of e-Business Strategy Creation. Roadmap to Moving Your Company into e-Business. Phase 1: Knowledge Building. Phase 2: Capability Evaluation. Phase 3: e-Business Design. e-Business Design in Action: The Case of E*TRADE. 12. Translating e-Business Strategy into Action. e-Business Blueprint Creation Is Serious Business. Basic Steps of e-Business Blueprint Planning. Doing the Right Projects: A Prioritization Blueprint. Putting It All Together: The e-Business Blueprint Case. Key Elements of a Business Case. Communicate, Communicate, Communicate. e-Business Project Planning Checklist. Doing the Projects Right: An Execution Blueprint. Why e-Business Initiatives Fail. Endnotes. Index.

721 citations

Journal ArticleDOI
01 Nov 1973
TL;DR: In this paper, the authors present a survey of the reasons why firms invest overseas, where they locate their foreign operations, and what determines the amount and composition of international production, with sectoral, national, or cosmopolitan interests in mind.
Abstract: and as vehicles for the transference of new skills and technologies, they are no less pertinent to the theory of economic development. The sharing of the costs and benefits of their activities between the countries in which they operate raises complex and fascinating issues for the welfare economist. The geographical flexibility of their procurement, production, and marketing strategies adds a new dimension to the theories of industrial relations and collective bargaining; while their operations are not only influenced by, but help to fashion, a whole range of monetary and fiscal policies used by national governments to advance economic and social goals. I make these observations by way of introduction, because, in interpreting the various explanations of the origin and growth of international business, one is very conscious of the particular interests of the researcher. This is shown both in the type of questions asked, and the approach and techniques used to answer them. The questions 'why do firms invest overseas?', 'where do firms locate their foreign operations?' and 'what determines the amount and composition of international production?' pose similar, but not identical issues. Each is concerned with the behaviour of firms, but while the first draws on the techniques of micro-investment theory, the second is of interest to the location theorist, and the third needs a knowledge of international trade and industrial organization theory. Moreover, each of the questions may be tackled from a positive or a normative viewpoint; and with sectoral, national, or cosmopolitan interests in mind.

691 citations

Journal ArticleDOI
TL;DR: In this paper, a more analytically robust way of understanding supply chains is laid out, based on the concepts of power and value appropriation, and a case is made for an analytical approach to supply chain thinking.
Abstract: Explains some of the thinking that informs both the case study articles that appear in the same issue of Supply Chain Management: An International Journal and the EPSRC funded research project currently being undertaken at the Centre for Business Strategy and Procurement. A review is provided of the dominant ideas that currently inform “supply chain management thinking”. This paradigm is characterised as operational effectiveness and efficiency. A case is made for understanding supply chains from a strategic as well as from an operational perspective. Current supply chain management thinking is criticised for being atheoretical and descriptive, and a case is made for an analytical approach to supply chain thinking based around the concepts of power and value appropriation. A more analytically robust way of understanding supply chains is laid out.

685 citations

Proceedings ArticleDOI
01 Dec 1959
TL;DR: In a large engineering project, for example, almost all the engineering and craft skills are involved as well as the functions represented by research, development, design, procurement, construction, vendors, fabricators and the customer.
Abstract: Among the major problems facing technical management today are those involving the coordination of many diverse activities toward a common goal. In a large engineering project, for example, almost all the engineering and craft skills are involved as well as the functions represented by research, development, design, procurement, construction, vendors, fabricators and the customer. Management must devise plans which will tell with as much accuracy as possible how the efforts of the people representing these functions should be directed toward the project's completion. In order to devise such plans and implement them, management must be able to collect pertinent information to accomplish the following tasks:(1) To form a basis for prediction and planning(2) To evaluate alternative plans for accomplishing the objective(3) To check progress against current plans and objectives, and(4) To form a basis for obtaining the facts so that decisions can be made and the job can be done.

655 citations

Journal ArticleDOI
TL;DR: In this article, the authors synthesize major evolutions experienced by social enterprises across Europe and the key challenges they are facing; and specific members of the EMES European Research Network provide a more in-depth update as to current trends and debates in their respective countries.
Abstract: Purpose – Twelve years ago, the concept of social enterprise was rarely discussed in Europe, however it is now making significant breakthroughs in European Union (EU) countries. Within this context, the purpose of this paper is to synthesize major evolutions experienced by social enterprises across Europe and the key challenges they are facing; and specific members of the EMES European Research Network provide a more in‐depth update as to current trends and debates in their respective countriesDesign/methodology/approach – This paper is based on a comparative analysis of the different institutions (legal frameworks, public policies, supporting structures, public procurement policies …) which support the development of social enterprises in the different EU countries. To delimit the field, the paper relies on the “ideal‐type” social enterprise as defined by the EMES network: “Social enterprises are not‐for‐profit private organizations providing goods or services directly related to their explicit aim to be...

638 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20231,696
20223,449
20211,142
20201,363
20191,503
20181,423