its presentation for MBA research paper in Mazoon University college. about the internal factors affecting procurement process at Oman Airports company.
This presentation will help you understand the supplier relationship management and supply chain relationships.
You may also see the interactive video lecture on this subject here: http://www.aims.education/study-online/supplier-relationship-management/
This document discusses strategies for auditing procurement processes in the oil and gas industry. It outlines the importance of procurement for acquiring necessary capital goods and materials, as well as the high risks of collusion and corruption. The summary provides:
1) Internal auditors must understand an organization's culture, relationships, and strategies to identify corruption risks in procurement. This includes identifying any "cartels" manipulating the process.
2) A "firewall" defense strategy is recommended to prevent fraud, such as rejecting questionable procurements and substantively testing bidding processes.
3) Continuous review of payments against procurement documents can also limit irregularities, upholding the internal auditor's role in ensuring integrity.
Honeywell and Vedanta both implement e-procurement systems but differ in their approaches. Honeywell uses the SAP ERP system which provides high security, reliability and organization but has a more complex and time-consuming process. In contrast, Vedanta uses a simpler file-sharing approach on a common network drive which has lower costs and complexity but also less security and organization. The appropriate system depends on factors like the business nature, resources, and ability to accept changes.
Here is a power point presentation that will help you understand about Procurement Audit Course and why it is necessary in today's competitive business world. Take a look.
This document discusses e-procurement at IBM and Siemens. It begins by defining e-procurement as using the internet and new technologies to facilitate strategic procurement activities by connecting buyers and suppliers. It then discusses how e-procurement provides tools for improved analysis and linkages across the supply chain. The document also summarizes various e-procurement strategies used at IBM and Siemens like online purchasing systems, e-sourcing, e-tendering, and procurement marketplaces. It concludes by noting some potential cons of e-procurement.
Ppt presentation procurement 4.0 digital transformation july 2018 finalTomas Wiemer
This document discusses the importance of procurement digitization and provides best practices for achieving it. It notes that digitization is an enabler, not an end goal, and requires investments and cross-functional teams. Benefits include improved analytics, compliance, efficiency and supplier relationships. The preparation process takes 3-6 months and must prioritize resources, processes, disruption points and new opportunities. Change management is key to overcoming resistance. The focus should be on user experience and re-engineering processes for the new digital reality.
This document provides an overview of supply chain management in the Indian healthcare industry. It finds that supply chain expenses account for 25-30% of total hospital operating costs in India. Private sector hospitals dominate the market, accounting for 70% of the healthcare delivery market share. The document then analyzes and compares the key performance metrics and financials of several major Indian hospital chains, finding that Max Healthcare has the highest growth rate and strongest operating parameters. Finally, it discusses opportunities to improve supply chain management in hospitals through centralized procurement, inventory management, establishing long-term supplier contracts, and demand forecasting to reduce costs and risks of expiration and stock-outs.
Global sourcing entails identifying, evaluating, negotiating and configuring supply across multiple geographies to reduce costs, maximize performance and mitigate risks. It requires balancing factors like cost, performance, and risk, which are heightened when sourcing globally due to additional complexities. Supply managers must understand classifications like Harmonized System codes and International Commerce Terms that define responsibilities for cross-border shipping. Indian retail chains are now stepping up global sourcing from locations like China, Malaysia, and Europe to shore up margins and offer lower prices.
This presentation will help you understand the supplier relationship management and supply chain relationships.
You may also see the interactive video lecture on this subject here: http://www.aims.education/study-online/supplier-relationship-management/
This document discusses strategies for auditing procurement processes in the oil and gas industry. It outlines the importance of procurement for acquiring necessary capital goods and materials, as well as the high risks of collusion and corruption. The summary provides:
1) Internal auditors must understand an organization's culture, relationships, and strategies to identify corruption risks in procurement. This includes identifying any "cartels" manipulating the process.
2) A "firewall" defense strategy is recommended to prevent fraud, such as rejecting questionable procurements and substantively testing bidding processes.
3) Continuous review of payments against procurement documents can also limit irregularities, upholding the internal auditor's role in ensuring integrity.
Honeywell and Vedanta both implement e-procurement systems but differ in their approaches. Honeywell uses the SAP ERP system which provides high security, reliability and organization but has a more complex and time-consuming process. In contrast, Vedanta uses a simpler file-sharing approach on a common network drive which has lower costs and complexity but also less security and organization. The appropriate system depends on factors like the business nature, resources, and ability to accept changes.
Here is a power point presentation that will help you understand about Procurement Audit Course and why it is necessary in today's competitive business world. Take a look.
This document discusses e-procurement at IBM and Siemens. It begins by defining e-procurement as using the internet and new technologies to facilitate strategic procurement activities by connecting buyers and suppliers. It then discusses how e-procurement provides tools for improved analysis and linkages across the supply chain. The document also summarizes various e-procurement strategies used at IBM and Siemens like online purchasing systems, e-sourcing, e-tendering, and procurement marketplaces. It concludes by noting some potential cons of e-procurement.
Ppt presentation procurement 4.0 digital transformation july 2018 finalTomas Wiemer
This document discusses the importance of procurement digitization and provides best practices for achieving it. It notes that digitization is an enabler, not an end goal, and requires investments and cross-functional teams. Benefits include improved analytics, compliance, efficiency and supplier relationships. The preparation process takes 3-6 months and must prioritize resources, processes, disruption points and new opportunities. Change management is key to overcoming resistance. The focus should be on user experience and re-engineering processes for the new digital reality.
This document provides an overview of supply chain management in the Indian healthcare industry. It finds that supply chain expenses account for 25-30% of total hospital operating costs in India. Private sector hospitals dominate the market, accounting for 70% of the healthcare delivery market share. The document then analyzes and compares the key performance metrics and financials of several major Indian hospital chains, finding that Max Healthcare has the highest growth rate and strongest operating parameters. Finally, it discusses opportunities to improve supply chain management in hospitals through centralized procurement, inventory management, establishing long-term supplier contracts, and demand forecasting to reduce costs and risks of expiration and stock-outs.
Global sourcing entails identifying, evaluating, negotiating and configuring supply across multiple geographies to reduce costs, maximize performance and mitigate risks. It requires balancing factors like cost, performance, and risk, which are heightened when sourcing globally due to additional complexities. Supply managers must understand classifications like Harmonized System codes and International Commerce Terms that define responsibilities for cross-border shipping. Indian retail chains are now stepping up global sourcing from locations like China, Malaysia, and Europe to shore up margins and offer lower prices.
The document discusses strategies for developing model suppliers and optimizing a company's supply base. It defines attributes of model suppliers, such as managing quality systems, demonstrating technology leadership, and supporting business goals. It also outlines steps for a mature supply management process, including defining a preferred supplier base, establishing strategic partnerships, integrating suppliers, and conducting supply base segmentation. Commodity source plans are developed annually based on supplier performance data and input from stakeholders to guide one-year and three-to-five-year sourcing strategies.
International sourcing involves identifying the best global supply sources regardless of location. It includes both shared services and outsourcing solutions that can be implemented domestically or offshore. Reasons for global sourcing include reducing costs, accessing new technologies, establishing alternative suppliers, and taking advantage of government incentives. However, there are also risks like the physical distance between buyers and suppliers, communication challenges, currency exchange rate fluctuations, quality issues, and inventory pipeline problems. When negotiating with offshore suppliers, considerations include material, transportation, tax and duty costs as well as supply and operational performance and risks. Counter trade is another form of trade where goods are exchanged for other goods in full or partial payment.
The document describes a procurement audit training program offered by the International Training Centre of the International Labour Organisation (ITC-ILO) in Turin, Italy. The training aims to enhance the capacity of national and international financial institution staff to assess procurement operations for compliance and value for money. The training uses interactive presentations, group discussions, and case studies. It covers topics like analyzing procurement contexts and risks, developing audit objectives and plans, and executing audits. The target participants are those responsible for procurement audits and oversight. The cost of the one-week program is Euro 2,000 and covers tuition, facilities, accommodation, and meals.
This document discusses procurement documentation and processes. It begins with objectives of understanding procurement concepts, documentation, and management approaches. Key terms are defined, including purchase requisition forms, purchase orders, quotes, and pre-approved suppliers. The evolution of procurement from purchasing to strategic partner is described. Types of procurement include direct and indirect. Documentation checklists and the five P's of effective procurement management are outlined. Improving approaches include networking, continuous learning, and measuring performance. The conclusion emphasizes efficient procurement as a strategic tool.
1. Strategic sourcing is a continuous process that involves discovering, prioritizing, improving, and re-evaluating sourcing activities to achieve cost savings and meet business needs.
2. The document outlines a 9-step process for strategic sourcing, beginning with internal research to analyze company spend data, categorize spending, evaluate risks, select project scope, and conduct spend, cost structure, and total cost of ownership analyses.
3. The first step of internal research lays the groundwork for subsequent steps by gathering and analyzing internal company data to understand spending patterns and costs. This information is then used to inform strategic sourcing decisions.
Deze publicatie gaat in op de risico's met betrekking tot het inkoopproces bij bedrijven actief in de Consumer Goods & Retail markt. Ook wordt ingegaan op hoe bedrijven deze inkoopfraude risico's zouden kunnen reduceren met behulp van technologie en het uitvoeren van supplier audits.
This document provides an overview of third party logistics (3PL). It discusses the evolution of 3PL, the benefits and services they provide including transportation, warehousing and inventory management. It outlines different types of 3PL like transportation-based, warehouse/distribution-based and forwarder-based. The document also discusses new technologies used in 3PL, relationship management, environmental concerns and uses a case study to demonstrate selecting a 3PL using multi-criteria decision making.
This document is the report of the High Level Committee to Review the SEBI (Prohibition of Insider Trading) Regulations, 1992. It was chaired by Justice N.K. Sodhi, former Chief Justice.
The committee was tasked with reviewing the existing insider trading regulations and drafting new proposed regulations. It invited public comments and reviewed regulations from other jurisdictions. It then deliberated and drafted the new Proposed Regulations contained in Part III of the report.
The report explains the committee's methodology, acknowledges contributions, outlines the key features and recommendations of the new regulations, and provides the draft text of the Proposed Regulations along with explanatory notes on the legislative intent of each provision. The committee recommends notifying
Purchasing in supply chain management (scm)BONIYAPBOCHAN
This document discusses procurement and purchasing processes. It provides information on:
- The roles and goals of purchasing and procurement in ensuring timely supply of goods.
- Different types of purchases based on factors like organization size and purchase nature.
- Methods of purchasing like by requirement, contracts, and group purchasing.
- The benefits of automation and e-procurement in streamlining the procurement process.
- Examples of Ford and McDonald's leveraging e-procurement systems to reduce costs.
This document outlines an agenda for a procurement audit training course. It discusses getting the most out of the training by actively participating and focusing on the subject matter. The course objectives are to understand the procurement life cycle, emerging risks and trends, how to audit the cycle, and lean audit techniques. The outline includes an overview of procurement, the procurement cycle components, emerging risks and trends, performing procurement audits, and lean audit techniques.
The document outlines key concepts in procurement management including definitions of tender, bidding documents, bid, technical specifications, contracts, WHO prequalification, post-qualification, back orders, and total price. It distinguishes between purchasing and procurement. The document also discusses strategic objectives for good pharmaceutical procurement including procuring the most cost-effective drugs in the right quantities, selecting reliable suppliers of high-quality products, ensuring timely delivery, and achieving the lowest possible total cost. Key principles of good pharmaceutical procurement are also presented.
The document provides information about purchasing systems and processes. It defines a purchasing system, describes key functions and types of purchasing methods. These include tender systems, blanket orders, e-purchasing, subcontracting, rate contracts, petty cash systems, imports and more. It also outlines the advantages and disadvantages of various methods. The document gives details on concepts like tenders, blanket orders, subcontracting, capital equipment purchase and imports. It provides best practices for maintaining accountability, authorization, separation of duties, security of assets, review and reconciliation in purchasing. Finally, it outlines an audit plan to ensure purchasing policies and procedures are followed.
The document discusses world-class procurement strategies and processes. It outlines key elements like defining requirements, strategic sourcing, spending analysis, and establishing efficient procurement operations. Effective strategic sourcing requires analyzing spending, consolidating data, identifying savings opportunities, and managing procurement and payment processes on a global scale. Continuous improvement relies on developing long and short-term plans with measurable goals and action steps to achieve procurement objectives.
Third party logistics (3PL) providers offer various integrated logistics services for customers. The 3PL industry has evolved from basic transportation and warehousing services to providing value-added services and taking on broader supply chain responsibilities. A 2008 survey found that the top services used were transportation, warehousing, and freight forwarding. While outsourcing provides benefits like cost savings and expertise, concerns include loss of control and security issues. Integrated logistics and green supply chain initiatives were emerging trends impacting the industry.
The document summarizes Peter Woon's presentation on Agilent Technologies' implementation of Supplier Relationship Management (SRM) to enhance its supply chain competitiveness. It discusses Agilent's business need for a common SRM model, the key components of its SRM model including supplier stratification, governance, performance measurement, and supplier development. It also provides details on each of these components, examples of best practices, and how they are applied at Agilent.
The document discusses objectives and principles of logistics and supply chain management. The key objectives are to minimize costs while maximizing customer service. Principles discussed include increasing communication along the supply chain to ensure smooth flow, controlling costs through inventory reduction while maintaining service levels, and standardizing parts. Metrics and data collection on factors like quality, delivery, flexibility, and cost are important for benchmarking performance. Customer service standards will differ depending on the type of firm.
Third-party logistics (3PL) providers are companies that provide logistics services like transportation, warehousing, and distribution for other companies. 3PLs allow companies to focus on their core business while outsourcing logistics functions. Common types of 3PLs include transportation-based, warehouse/distribution-based, and financial-based providers. Using 3PLs can help companies save time and money, expand markets, and focus on their strengths. However, there are also risks like loss of control and visibility with customers. Choosing the right 3PL requires thorough due diligence and establishing clear expectations, performance measures, and a process for managing the relationship.
This document discusses Porter's value chain model and provides examples of value chains for Walmart and Tata Motors. It explains that Porter's generic value chain model identifies primary and support activities that create value for customers. The document then analyzes Walmart's value chain activities like logistics, operations, and human resource management. It also maps out Tata Motor's value chain and value system, highlighting key partners and activities in areas like procurement, operations, marketing and service.
The document discusses the evolution of talent supply chain management (TSCM) and its importance for the success of professional services firms. It outlines the key elements of TSCM, including talent management, resource management, demand management, and supplier management. It also reports the results of a survey that found most firms have only standard TSCM processes in place and they are not well integrated with other business functions like business development and human resources. The document suggests professional services firms should focus on improving talent management and resource management processes as initial steps to enhance their talent supply chains.
The document discusses strategies for developing model suppliers and optimizing a company's supply base. It defines attributes of model suppliers, such as managing quality systems, demonstrating technology leadership, and supporting business goals. It also outlines steps for a mature supply management process, including defining a preferred supplier base, establishing strategic partnerships, integrating suppliers, and conducting supply base segmentation. Commodity source plans are developed annually based on supplier performance data and input from stakeholders to guide one-year and three-to-five-year sourcing strategies.
International sourcing involves identifying the best global supply sources regardless of location. It includes both shared services and outsourcing solutions that can be implemented domestically or offshore. Reasons for global sourcing include reducing costs, accessing new technologies, establishing alternative suppliers, and taking advantage of government incentives. However, there are also risks like the physical distance between buyers and suppliers, communication challenges, currency exchange rate fluctuations, quality issues, and inventory pipeline problems. When negotiating with offshore suppliers, considerations include material, transportation, tax and duty costs as well as supply and operational performance and risks. Counter trade is another form of trade where goods are exchanged for other goods in full or partial payment.
The document describes a procurement audit training program offered by the International Training Centre of the International Labour Organisation (ITC-ILO) in Turin, Italy. The training aims to enhance the capacity of national and international financial institution staff to assess procurement operations for compliance and value for money. The training uses interactive presentations, group discussions, and case studies. It covers topics like analyzing procurement contexts and risks, developing audit objectives and plans, and executing audits. The target participants are those responsible for procurement audits and oversight. The cost of the one-week program is Euro 2,000 and covers tuition, facilities, accommodation, and meals.
This document discusses procurement documentation and processes. It begins with objectives of understanding procurement concepts, documentation, and management approaches. Key terms are defined, including purchase requisition forms, purchase orders, quotes, and pre-approved suppliers. The evolution of procurement from purchasing to strategic partner is described. Types of procurement include direct and indirect. Documentation checklists and the five P's of effective procurement management are outlined. Improving approaches include networking, continuous learning, and measuring performance. The conclusion emphasizes efficient procurement as a strategic tool.
1. Strategic sourcing is a continuous process that involves discovering, prioritizing, improving, and re-evaluating sourcing activities to achieve cost savings and meet business needs.
2. The document outlines a 9-step process for strategic sourcing, beginning with internal research to analyze company spend data, categorize spending, evaluate risks, select project scope, and conduct spend, cost structure, and total cost of ownership analyses.
3. The first step of internal research lays the groundwork for subsequent steps by gathering and analyzing internal company data to understand spending patterns and costs. This information is then used to inform strategic sourcing decisions.
Deze publicatie gaat in op de risico's met betrekking tot het inkoopproces bij bedrijven actief in de Consumer Goods & Retail markt. Ook wordt ingegaan op hoe bedrijven deze inkoopfraude risico's zouden kunnen reduceren met behulp van technologie en het uitvoeren van supplier audits.
This document provides an overview of third party logistics (3PL). It discusses the evolution of 3PL, the benefits and services they provide including transportation, warehousing and inventory management. It outlines different types of 3PL like transportation-based, warehouse/distribution-based and forwarder-based. The document also discusses new technologies used in 3PL, relationship management, environmental concerns and uses a case study to demonstrate selecting a 3PL using multi-criteria decision making.
This document is the report of the High Level Committee to Review the SEBI (Prohibition of Insider Trading) Regulations, 1992. It was chaired by Justice N.K. Sodhi, former Chief Justice.
The committee was tasked with reviewing the existing insider trading regulations and drafting new proposed regulations. It invited public comments and reviewed regulations from other jurisdictions. It then deliberated and drafted the new Proposed Regulations contained in Part III of the report.
The report explains the committee's methodology, acknowledges contributions, outlines the key features and recommendations of the new regulations, and provides the draft text of the Proposed Regulations along with explanatory notes on the legislative intent of each provision. The committee recommends notifying
Purchasing in supply chain management (scm)BONIYAPBOCHAN
This document discusses procurement and purchasing processes. It provides information on:
- The roles and goals of purchasing and procurement in ensuring timely supply of goods.
- Different types of purchases based on factors like organization size and purchase nature.
- Methods of purchasing like by requirement, contracts, and group purchasing.
- The benefits of automation and e-procurement in streamlining the procurement process.
- Examples of Ford and McDonald's leveraging e-procurement systems to reduce costs.
This document outlines an agenda for a procurement audit training course. It discusses getting the most out of the training by actively participating and focusing on the subject matter. The course objectives are to understand the procurement life cycle, emerging risks and trends, how to audit the cycle, and lean audit techniques. The outline includes an overview of procurement, the procurement cycle components, emerging risks and trends, performing procurement audits, and lean audit techniques.
The document outlines key concepts in procurement management including definitions of tender, bidding documents, bid, technical specifications, contracts, WHO prequalification, post-qualification, back orders, and total price. It distinguishes between purchasing and procurement. The document also discusses strategic objectives for good pharmaceutical procurement including procuring the most cost-effective drugs in the right quantities, selecting reliable suppliers of high-quality products, ensuring timely delivery, and achieving the lowest possible total cost. Key principles of good pharmaceutical procurement are also presented.
The document provides information about purchasing systems and processes. It defines a purchasing system, describes key functions and types of purchasing methods. These include tender systems, blanket orders, e-purchasing, subcontracting, rate contracts, petty cash systems, imports and more. It also outlines the advantages and disadvantages of various methods. The document gives details on concepts like tenders, blanket orders, subcontracting, capital equipment purchase and imports. It provides best practices for maintaining accountability, authorization, separation of duties, security of assets, review and reconciliation in purchasing. Finally, it outlines an audit plan to ensure purchasing policies and procedures are followed.
The document discusses world-class procurement strategies and processes. It outlines key elements like defining requirements, strategic sourcing, spending analysis, and establishing efficient procurement operations. Effective strategic sourcing requires analyzing spending, consolidating data, identifying savings opportunities, and managing procurement and payment processes on a global scale. Continuous improvement relies on developing long and short-term plans with measurable goals and action steps to achieve procurement objectives.
Third party logistics (3PL) providers offer various integrated logistics services for customers. The 3PL industry has evolved from basic transportation and warehousing services to providing value-added services and taking on broader supply chain responsibilities. A 2008 survey found that the top services used were transportation, warehousing, and freight forwarding. While outsourcing provides benefits like cost savings and expertise, concerns include loss of control and security issues. Integrated logistics and green supply chain initiatives were emerging trends impacting the industry.
The document summarizes Peter Woon's presentation on Agilent Technologies' implementation of Supplier Relationship Management (SRM) to enhance its supply chain competitiveness. It discusses Agilent's business need for a common SRM model, the key components of its SRM model including supplier stratification, governance, performance measurement, and supplier development. It also provides details on each of these components, examples of best practices, and how they are applied at Agilent.
The document discusses objectives and principles of logistics and supply chain management. The key objectives are to minimize costs while maximizing customer service. Principles discussed include increasing communication along the supply chain to ensure smooth flow, controlling costs through inventory reduction while maintaining service levels, and standardizing parts. Metrics and data collection on factors like quality, delivery, flexibility, and cost are important for benchmarking performance. Customer service standards will differ depending on the type of firm.
Third-party logistics (3PL) providers are companies that provide logistics services like transportation, warehousing, and distribution for other companies. 3PLs allow companies to focus on their core business while outsourcing logistics functions. Common types of 3PLs include transportation-based, warehouse/distribution-based, and financial-based providers. Using 3PLs can help companies save time and money, expand markets, and focus on their strengths. However, there are also risks like loss of control and visibility with customers. Choosing the right 3PL requires thorough due diligence and establishing clear expectations, performance measures, and a process for managing the relationship.
This document discusses Porter's value chain model and provides examples of value chains for Walmart and Tata Motors. It explains that Porter's generic value chain model identifies primary and support activities that create value for customers. The document then analyzes Walmart's value chain activities like logistics, operations, and human resource management. It also maps out Tata Motor's value chain and value system, highlighting key partners and activities in areas like procurement, operations, marketing and service.
The document discusses the evolution of talent supply chain management (TSCM) and its importance for the success of professional services firms. It outlines the key elements of TSCM, including talent management, resource management, demand management, and supplier management. It also reports the results of a survey that found most firms have only standard TSCM processes in place and they are not well integrated with other business functions like business development and human resources. The document suggests professional services firms should focus on improving talent management and resource management processes as initial steps to enhance their talent supply chains.
This document summarizes the career experiences of an individual with 36 years of experience in corporate governance, fraud risk management, and administration. They have conducted audits to reduce expenditures and improve systems/procedures. They have experience investigating financial improprieties and ensuring compliance. Their roles have included implementing transparency, improving systems, ensuring timely investigations, and identifying cases of malpractice.
IRJET- Study on Quality Control of Project Management SystemIRJET Journal
This document discusses quality control and quality assurance in construction projects. It begins with an abstract that outlines recognizing quality in early construction stages can set quality standards for the entire project. The document then covers objectives of identifying quality control/assurance and suggesting ways to manage quality checking. It presents research methodology including surveys and data collection/analysis. Analysis includes descriptive statistics on respondent demographics and factors impacting quality control checklist prediction. Correlation and regression analyses show relationships between quality control and demographics. The discussion analyzes survey responses and quality management elements. Conclusions state that total quality management can help streamline processes and ensure proactive quality systems.
Operational visibility, or knowing where shipments are and monitoring their environmental conditions in near real-time, is becoming critical for supply chain and transportation industries. Around 90% of respondents said improving operational visibility is important. While location information is commonly used, companies are increasingly using sensors to monitor temperature, security, and other conditions. Reasons for pursuing greater visibility include improving customer service, delivery times through data analytics, and strengthening competitiveness. A visibility gap exists across all transportation modes, especially with rail having the least information available. Those using visibility solutions report they help address challenges like timely information access.
1) Around 90% of respondents saw improving operational visibility as critical or very important. Visibility gaps exist across all modes of transportation, especially with rail having the poorest visibility.
2) Companies have moved beyond just using location data and now commonly use temperature, security, and other data. Improving customer service is a key reason for deploying visibility technologies.
3) M2M technologies are growing as the preferred visibility technology, expected to surpass RFID and barcodes. Close to half of companies plan to use M2M in future deployments to gain more real-time operational insights.
CompTIA Market Research on Business Process AutomationCompTIA
Business process automation (BPA), once limited to only the biggest of organizations, is making inroads among smaller companies, according to new research released today by CompTIA, the leading non-profit association for the IT industry. Expense reporting, invoicing and employment reviews are among the areas where organizations are using technology to move away from paper and manual processes to digital formats, CompTIA’s Trends in Workforce Automation and Communications study finds.
This study and all CompTIA research is one way in which the association re-invests resources in the IT channel. As the voice of the IT industry, CompTIA has hundreds of tools, market intelligence reports and business training programs to help IT channel organizations grow through education, certification, advocacy and philanthropy. The full report is available at no cost to CompTIA members to help them develop and hone their business plans.
Organisational Quality Practices for AirlinesToto H. Subagyo
The document discusses quality practices in airline operations functions. It identifies seven critical success factors for quality including customer relationship, process orientation, motivation and skills, information utilization, interdepartmental interaction, awareness of technology and market turbulence, and management behavior. It also discusses three aspects of organizational context that influence quality: past quality performance, external quality demands, and management knowledge. The operations function is core to an airline's operations and impacts its ability to deliver quality products and services to customers.
The document discusses Recruitment Process Outsourcing (RPO) between Unilever and Accenture. Key points:
- Unilever retains control over strategic recruitment functions while Accenture provides end-to-end recruitment services for lower volume countries using a regional delivery center model.
- The partnership aims to provide Unilever with a globally consistent, cost-effective recruitment process while giving HR and line managers more strategic support through centralized recruitment administration and reporting.
- Accenture will implement new recruitment technology, transition Unilever recruiters, and provide recruitment services in multiple languages to support Unilever's global hiring needs.
Exposé: Testing Practices in Enterprise IT: Presenting the 2017 State of Func...panayaofficial
Gain insights into testing complexities and solutions from the experiences of testers and managers like yourself. Join the webinar to see the results of the 2017 State of Functional Testing Survey, depicting existing practices and challenges facing the testing community, and identifying key trends to help you apply agile QA and testing practices within your enterprise IT.
Tata Teleservices is a telecom company established in 1995 that provides mobile, wireless, and fixed line services across 20 circles in India. It has over 3.8 million customers and pioneered CDMA technology in India. Tata Teleservices has invested Rs. 19,924 crore to build a pan-India network with partners like Motorola, Ericsson, Lucent, and ECI Telecom. In addition to basic services, it offers value-added services like internet, conferencing, messaging, and enterprise solutions. The company aims to provide reliable telecom infrastructure and quality services nationwide.
This power point pres will be useful for all the budding PhD aspirants who are preparing for their viva irrespective of their subject. Good Luck & All the Best !
1) The role of a Purchase-to-Pay Process Owner is to standardize processes across the enterprise and improve performance, but many Process Owners do not have full authority over technology, budget, or enforcing changes.
2) Process Owners who can fully enforce process compliance see much better results on key performance indicators than those without enforcement authority.
3) Senior management support is essential for Process Owners to effectively own processes, but only 26% of Process Owners can fully enforce processes due to lack of senior management backing.
What we know as “#outsourcing” has been around in one form or another for decades, and so have the predictions of its demise, but it keeps adapting to changing business environments. Today, #outsourcing is not only alive, and well, but it is #growing, and #changing. The results of the #2016GlobalOutsourcingSurvey, which compiled 280 responses representing organizations from across the globe, show that #outsourcing not only continues to expand across mature functions, such as IT, #HR, and #Finance, but it also continues to move into non-traditional functions, such as #Realestate, #FacilitiesManagement, and #Procurement. But, this isn’t the most intriguing part of the story: #Outsourcing is #reinventing itself. Respondents increasingly see #outsourcing as a vital way to drive innovation into the enterprise. In other words, it is increasingly a means of potentially attaining, and maintaining competitive advantage—and not just a way to cut costs.
STRATEGIC EVALUATION IN OPTIMIZING THE INTERNAL SUPPLY CHAIN USING TOPSIS: E...Shiva Prasad
This document summarizes a research study that used the TOPSIS (Technique for Order of Preference by Similarity to Ideal Solution) method to evaluate and rank the key factors affecting the performance of an internal supply chain for a coil-winding machine manufacturer in India. Six factors were identified: information sharing, supplier relationship, information technology, inventory planning, 5S practices, and labor effectiveness. These factors were scored based on their influence on four criteria: on-time delivery, production flexibility, cost-effectiveness, and additional costs. Using the TOPSIS method, supplier relationship and inventory planning were ranked as the most important factors for positively influencing the supply chain criteria. The study aims to help the manufacturer identify and
This document summarizes the key findings of a 2014 supply chain planning benchmark study that surveyed over 300 supply chain professionals across industries. The study found that few companies have highly integrated planning environments, and many see opportunities to improve areas like forecast accuracy, sales and operations planning processes, and integration of planning and execution. Companies reported using a variety of planning modules and technologies, with demand planning being most common. The study also found that companies have a range of approaches to planning technology from ERP-dominated to best-of-breed solutions. Most see changes coming to accelerate planning cycles and globalize the planning function.
Automation of IT systems can save public sector organizations time and money while increasing productivity, according to a survey of 162 IT professionals. Network configuration management was found to be the most beneficial automation tool, saving over 58% of respondents' time. While 53% of respondents said automation had not changed their IT staff sizes, 67% saw increased productivity and over 84% believed automation saved time. However, integrating tools, budget constraints, and lack of training were cited as challenges to successful automation rollout. Compliance reporting requirements were also driving many organizations' decisions to adopt automation.
The Business Strategy Of Mazzella CompaniesAshley Davis
Skyline Technologies will help Bang & Bang implement a technological system to enable a more efficient manufacturing process through increased productivity and throughput. The system aims to give Bang & Bang a competitive advantage by ensuring efficiency is maximized while profits are increased. Skyline needs to develop an easy to implement solution that meets Bang & Bang's needs and infrastructure while maintaining security over inventory.
Future of Procurement: The Technology Agenda SAP Ariba
The document summarizes the key findings of a global survey conducted by Oxford Economics and Ariba on the future of procurement. The survey found that executives and practitioners see technology as critical to the function's progress, with tools like social media, collaboration platforms, and analytics becoming important. Both groups agree that automation has changed operations, with over half of core processes like strategic sourcing and invoice management being automated. While executives are more optimistic about future automation, practitioners see value in automating day-to-day tasks. The survey also found that skills like data analysis and technology proficiency are increasingly important but difficult to find.
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Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
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2. Contents
Introduction
Research Objective
Research Method
Research Questions
Finding and Recommendations
Conclusion
Objective
Sultan Alkaabi
3. Introduction
The purpose the research is to understand the internal factors, affecting the procurement
process at the OAMC. Also, the researcher will try to recommend solutions for the
organization to create an efficient process that can help procurement team to do their jobs in
an effective way. This research was conducted by collecting opinion of the employees
involved in the purchasing processes, procedures and procurement team with the help of a
survey a questionnaire. This study aimed to see the internal factors that affect the procurement
process of supply goods and service at OAMC in the air-line industry.
Sultan Alkaabi
4. Objective
To find way to smoothly run the business in effective way and protect the organization
from any corruptions.
To improve the procurement process and implement the best practice in the organization
Sultan Alkaabi
5. Research Method
The researcher use a descriptive research design to investigate on the internal factors
affecting the procurement process in Oman Airports Company in the Sultanate of Oman.
It includes surveys and fact finding enquiries with the help of a questionnaire. Also, some
statistical tool has been applied with the help of SPSS program to see the effect of internal
factors on the procurement process at OAMC. The aim purpose of descriptive study is to
explain the situation as it exists today.
The research was done collecting quantitative information with the help of questionnaire
as primary source of data
The secondary data on the related subject was also collected through other sources like
books, research, journals and internal memo as well as internet.
Sultan Alkaabi
6. Research Main Questions
What are the internal factors affecting the procurement process?
What is the effect of accountability on procurement process?
How effective is Information Communication Technology (ICT) adoption support
on procurement process?
What is the effect of the operating process and operation on the procurement
process in the airline sector and airports?
How the procurement staff competencies affect the efficiency of procurement
function in airline sector and airports?
How does ethics affect the procurement process?
Sultan Alkaabi
8. 27%
50%
23%
Very great extent Great extent Moderate extent
Officials involved in procurement must not make improper use of their
position.
Scale Frequency Percentage
Very great extent 8 27%
Great extent 15 50%
Moderate extent 7 23%
Total 30 100%
Sultan Alkaabi
9. Important to take action for nonperformance or corrupt
behavior of the procurement staff.
Very great extent
33%
Great extent
57%
Moderate extent
10%
Very great extent Great extent Moderate extent
Scale Frequency Percentage
Very great extent 10 33%
Great extent 17 57%
Moderate extent 3 10%
Total 30 100%
Sultan Alkaabi
10. 33%
47%
13%
7%
Very great extent
Great extent
Moderate extent
Little extent
Accountability of the Procurement Staff affects the Procurement Process.
Scale Frequency Percentage
Very great extent 10 33%
Great extent 14 47%
Moderate extent 4 13%
Little extent 2 7%
Total 30 100%
Sultan Alkaabi
11. Organization utilize ICT to enhance the services by
lowering costs and increasing productivity in the procurement
processes.
24%
41%
21%
14%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Very great extent Great extent Moderate extent Little extent
Scale Frequency Percentage
Very great extent 7 24%
Great extent 12 41%
Moderate extent 6 21%
Little extent 4 14%
Total 30 100%
Sultan Alkaabi
12. ICT adoption affect Procurement of Supplies in the Organization.
Very great extent
20%
Great extent
47%
Moderate extent
23%
Little extent
10%
Very great extent Great extent Moderate extent Little extent
Scale Frequency Percentage
Very great extent 4 20%
Great extent 14 47%
Moderate extent 7 23%
Little extent 3 10%
Total 30 100%
Sultan Alkaabi
13. Table 4.34: Correlation Table
Operating Procedures Accountability ICT
Staff
Competency Ethics Procurement Process
Operating
Procedures
Pearson Correlation
1 .964** .957** .950** .956** .977**
Sig. (2-tailed)
.000 .000 .000 .000 .000
N 30 30 30 30 30 30
Accountability Pearson Correlation .964** 1 .932** .936** .937** .968**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
ICT Pearson Correlation
.957** .932** 1 .984** .977** .970**
Sig. (2-tailed)
.000 .000 .000 .000 .000
N 30 30 30 30 30 30
Staff
Competency
Pearson Correlation .950** .936** .984** 1 .966** .973**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
Ethics Pearson Correlation .956** .937** .977** .966** 1 .962**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
Procurement
Process
Pearson Correlation .977** .968** .970** .973** .962** 1
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
**. Correlation is significant at the 0.01 level (2-tailed).
tan Alkaabi
14. Findings & Recommendation
The study found that procurement process in Oman Airports Management was
affected by the internal factors considered for this study
The accountability factor was the most important factor affecting the
procurement process
followed by the operating procedures, ethics, staff competency, and finally the
ICT
the officials should know their professional responsibilities and should not be
engaging in any unethical action.
organization should utilizing the ICT to enhance the services by lowering costs
and increasing productivity in the procurement processes
Sultan Alkaabi
15. Findings & Recommendation
procurement technique must stay taken more effective.
Performance incentives necessity to stand supplied in conformity with
employees to reward good performance.
Up to date the ICT.
Work morality is integral within the advancement concerning organizational
performance
Responsibilities of officials should be will defined so no one individual can gain
his personal interest.
Good Training should be provided
Sultan Alkaabi
16. Conclusion
The study found that procurement process in Oman Airports Management was
affected by the internal factors considered for this study. The accountability
factor was the most important factor affecting the procurement process
followed by the operating procedures, ethics, staff competency, and finally the
ICT. Almost 80% of the respondents were aware of the procurement process
meaning that the staff is well informed about the procurement process.
Sultan Alkaabi
17. Objective
To find way to smoothly run the business in effective way and protect the
organization from any corruptions.
To improve the procurement process and implement the best practice in the
organization
Sultan Alkaabi